GRIEVANCES AND GRIEVANCE HANDLING
1. Grievances or conflicting thoughts are part of industrial life.
2. It is essential to bring this conflict to the surface.
3. All conflicts cannot be eliminated but their exposure will contribute towards their reduction.
4. Such exposures lead to adjustments and further improved organizational effectiveness.
METHODS OF BRINGING CONFLICT TO SURFACE
1. Grievance procedure
2. Direct observation
3. Suggestion boxes
4. Personal counselor
5. Exit interviews
6. Miscellaneous channels
GREIVANCE
(A) Dissatisfaction is any state or feeling of discontent
(B) Dissatisfaction orally made known by one employee to another is a complaint.
(C) A complaint becomes a grievance when brought to the notice of the management.
According to Fillipo, “The term would include any discontent and dissatisfaction that affects organizational performance. It can either stated or unvoiced, written or oral, legitimate or ridiculous.
(a) A complaint is a discontent that has not assumed importance.
(b) A complaint becomes grievance when the employee feels that injustice has been committed.
CHARACTERISTICS OF GRIEVANCES
(i) It may be unvoiced or expressly stated.
(ii) It may be written or oral
(iii) It may be valid, legitimate or untrue or false.
(iv) It may relate to the organizational work.
(v) An employee may feel an injustice has been done.
(vi) It may affect the performance or work.
Grievances generally give rise to unhappiness, frustration, indifference, discontent, poor morale, and poor efficiency THAT IS CHANGE IN ATTITUDE, PERCEPTION AND BEHAVIOR.
TYPES OF GREIVANCE
(a) Visible grievances
(b) Hidden grievances
An employee may feel that there has been an infringement of his rights.
Grievances exist in the minds of individuals.
Grievances may be concerning employment, working conditions, change of service conditions, biased approach, non-application of principle of natural justice, work loads and work norms.
NEED FOR GRIEVANCE PROCEDURE
(i) Identification and analysis of grievances, nature nod causes.
(ii) Helps at formulating and implementing the policies and programmes.
(iii) It is problem solving, dispute-settling mechanism.
(iv) Strengthen good industrial relationship.
(v) It detects the flaws in working conditions and helps to take corrective measures.
(vi) Build good morale, maintains code of discipline.
(vii) Brings uniformity in handling grievances.
(viii) It develops faith of employees.
(ix) Reduces personality conflicts.
(x) It acts as a pressure valve.
(xi) Provides judicial protection to the employees.
(xii) Provides avenues to present the problems.
GRIEVANCE REDRESSAL SYSTEM
Enables the parties to resolve differences in peaceful, orderly and expeditious manner.
Enables the parties to investigate and discuss the problem
(i) Open-door policy
(ii) Step ladder type
(iii) Grievance handling committee
BASIC ELEMENT OF GRIEVANCE PROCEDURE
1. Existence of sound channel.
2. The procedure should be simple, definite and prompt.
3. It should be clearly defined.
4. Helpful attitude of management.
5. Fact-oriented system.
6. Respect for decisions.
7. Adequate publicity.
8. Periodic Review.
STEPS IN HANDLING GRIEVANCES
1. Receive and define the nature of dissatisfaction.
(a) Manner and attitude when complaint is received
(b) Assessment must be made that the complaint is presented fairly.
(c) Statement and issues must not be pre-judged.
(d) Proper time and attention is given.
2. Get the facts
(a) Facts be separated from impressions and opinions.
(b) Consult the policies.
(c) Consult the records.
3. Analyze and decide.
4. Apply the answer.
5. Follow-up
DO’S IN HANDLING GRIEVANCES
1. Investigate and handle each case carefully
2. Talk to the employee.
3. Enforce the time limit.
4. Visit the work area or place of grievance.
5. Determine witnesses.
6. Examine records.
7. Examine witnesses.
8. Evaluate grievance.
9. Permit full hearing.
10. Identify the relief an employee is expecting.
11. Command the respect of all.
12. All discussions privately.
13. Keep superiors informed.
14. Ensure proper productivity.
15. Stick to labor agreements.
Regds,
Vikram Singh
From India, Delhi
Acknowledge(0)
Amend(0)
1081. Grievances or conflicting thoughts are part of industrial life.
2. It is essential to bring this conflict to the surface.
3. All conflicts cannot be eliminated but their exposure will contribute towards their reduction.
4. Such exposures lead to adjustments and further improved organizational effectiveness.
METHODS OF BRINGING CONFLICT TO SURFACE
1. Grievance procedure
2. Direct observation
3. Suggestion boxes
4. Personal counselor
5. Exit interviews
6. Miscellaneous channels
GREIVANCE
(A) Dissatisfaction is any state or feeling of discontent
(B) Dissatisfaction orally made known by one employee to another is a complaint.
(C) A complaint becomes a grievance when brought to the notice of the management.
According to Fillipo, “The term would include any discontent and dissatisfaction that affects organizational performance. It can either stated or unvoiced, written or oral, legitimate or ridiculous.
(a) A complaint is a discontent that has not assumed importance.
(b) A complaint becomes grievance when the employee feels that injustice has been committed.
CHARACTERISTICS OF GRIEVANCES
(i) It may be unvoiced or expressly stated.
(ii) It may be written or oral
(iii) It may be valid, legitimate or untrue or false.
(iv) It may relate to the organizational work.
(v) An employee may feel an injustice has been done.
(vi) It may affect the performance or work.
Grievances generally give rise to unhappiness, frustration, indifference, discontent, poor morale, and poor efficiency THAT IS CHANGE IN ATTITUDE, PERCEPTION AND BEHAVIOR.
TYPES OF GREIVANCE
(a) Visible grievances
(b) Hidden grievances
An employee may feel that there has been an infringement of his rights.
Grievances exist in the minds of individuals.
Grievances may be concerning employment, working conditions, change of service conditions, biased approach, non-application of principle of natural justice, work loads and work norms.
NEED FOR GRIEVANCE PROCEDURE
(i) Identification and analysis of grievances, nature nod causes.
(ii) Helps at formulating and implementing the policies and programmes.
(iii) It is problem solving, dispute-settling mechanism.
(iv) Strengthen good industrial relationship.
(v) It detects the flaws in working conditions and helps to take corrective measures.
(vi) Build good morale, maintains code of discipline.
(vii) Brings uniformity in handling grievances.
(viii) It develops faith of employees.
(ix) Reduces personality conflicts.
(x) It acts as a pressure valve.
(xi) Provides judicial protection to the employees.
(xii) Provides avenues to present the problems.
GRIEVANCE REDRESSAL SYSTEM
Enables the parties to resolve differences in peaceful, orderly and expeditious manner.
Enables the parties to investigate and discuss the problem
(i) Open-door policy
(ii) Step ladder type
(iii) Grievance handling committee
BASIC ELEMENT OF GRIEVANCE PROCEDURE
1. Existence of sound channel.
2. The procedure should be simple, definite and prompt.
3. It should be clearly defined.
4. Helpful attitude of management.
5. Fact-oriented system.
6. Respect for decisions.
7. Adequate publicity.
8. Periodic Review.
STEPS IN HANDLING GRIEVANCES
1. Receive and define the nature of dissatisfaction.
(a) Manner and attitude when complaint is received
(b) Assessment must be made that the complaint is presented fairly.
(c) Statement and issues must not be pre-judged.
(d) Proper time and attention is given.
2. Get the facts
(a) Facts be separated from impressions and opinions.
(b) Consult the policies.
(c) Consult the records.
3. Analyze and decide.
4. Apply the answer.
5. Follow-up
DO’S IN HANDLING GRIEVANCES
1. Investigate and handle each case carefully
2. Talk to the employee.
3. Enforce the time limit.
4. Visit the work area or place of grievance.
5. Determine witnesses.
6. Examine records.
7. Examine witnesses.
8. Evaluate grievance.
9. Permit full hearing.
10. Identify the relief an employee is expecting.
11. Command the respect of all.
12. All discussions privately.
13. Keep superiors informed.
14. Ensure proper productivity.
15. Stick to labor agreements.
Regds,
Vikram Singh
From India, Delhi
Acknowledge(0)Amend(0)
Dear Vikram,
Thank you for sharing very useful information. I greatly appreciate it. I am looking to create a conflict resolution document that will encompass all conflict records within our organization. Could you please provide guidance on how to proceed and suggest the essential details I should include?
I should mention that my organization is quite small, with only 25 employees.
Thank you in advance for your assistance.
Best regards,
[User's Name]
From India, Mumbai
Acknowledge(0)Amend(0)
Thank you for sharing very useful information. I greatly appreciate it. I am looking to create a conflict resolution document that will encompass all conflict records within our organization. Could you please provide guidance on how to proceed and suggest the essential details I should include?
I should mention that my organization is quite small, with only 25 employees.
Thank you in advance for your assistance.
Best regards,
[User's Name]
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Vikram, I am heading the grievance redressal department in my organization. I agree with you on the essentials of the conflict resolution. Nice Post!!!!
From India, New Delhi
Acknowledge(0)Amend(0)
From India, New Delhi
Acknowledge(0)Amend(0)
Hello sir,
I am Pavan, newly joined on this site to acquire knowledge from friends like you. I have seen your post, which I liked very much. I have doubts regarding policies in HR practices. Actually, what is a policy in HR practice and what are the categories of policies? I hope you will send some information regarding my questions.
Thank you, sir. Bye
From India, Visakhapatnam
Acknowledge(0)Amend(0)
I am Pavan, newly joined on this site to acquire knowledge from friends like you. I have seen your post, which I liked very much. I have doubts regarding policies in HR practices. Actually, what is a policy in HR practice and what are the categories of policies? I hope you will send some information regarding my questions.
Thank you, sir. Bye
From India, Visakhapatnam
Acknowledge(0)Amend(0)
Hi,
Please describe the meaning and procedure of a grievance. Discuss various approaches to grievance resolution. In your opinion, which approach is most effective and why? Explain with the help of suitable examples.
Thank you.
From India, Coimbatore
Acknowledge(0)Amend(0)
Please describe the meaning and procedure of a grievance. Discuss various approaches to grievance resolution. In your opinion, which approach is most effective and why? Explain with the help of suitable examples.
Thank you.
From India, Coimbatore
Acknowledge(0)Amend(0)
Hi, I am Krishna Saranya Danturti, from JNTU Kakinada Affiliated college, doing my MBA in HR discipline. I am planning to do a mini-project in ICICI Bank, but I am very confused in selecting an HR topic in the Banking Sector. I was thinking of choosing Employee Grievances as my topic. Is it advisable? If not, please suggest me a topic. Please reply soon. I am waiting for your response.
From India, Chandra
Acknowledge(0)Amend(0)
From India, Chandra
Acknowledge(0)Amend(0)
I was working for a Mumbai-based company. They gave me a termination letter on 22 February 2014. However, they did not provide my TADA from August and my salary for the month of January and February 2014.
During the visit of the company director, he attended a distributor meeting, and I made a payment on his behalf, which is still pending. When he was checking out, he mentioned that his card was not working, and I covered his bills using my card. He assured me that once he returned to Mumbai, he would credit the amount to my account.
I am seeking advice on how to recover my pending money and address the harassment I have experienced during this period. I have all the necessary documents and emails that I have sent to them.
Please suggest what steps I should take to resolve this matter.
Regards,
Ajit Agarwal
From India, Chennai
Acknowledge(0)Amend(0)
During the visit of the company director, he attended a distributor meeting, and I made a payment on his behalf, which is still pending. When he was checking out, he mentioned that his card was not working, and I covered his bills using my card. He assured me that once he returned to Mumbai, he would credit the amount to my account.
I am seeking advice on how to recover my pending money and address the harassment I have experienced during this period. I have all the necessary documents and emails that I have sent to them.
Please suggest what steps I should take to resolve this matter.
Regards,
Ajit Agarwal
From India, Chennai
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.