Grievance Handling [Thread 7763] - CiteHR
Aats80
Sr. Executive - Hr & Training
Nitin.parijaat
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Greg Paine
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Hi, Can anyone suggest any informative articles on the process and procedures of Grievance Handling in HR? I really need it. Regards, Aatrayee
hi Aatrayee.. Whenever any employee has complaint regarding terms and conditions of his job ... it is known as grievance. Different organisations have different policy for grievance handling. But broad outline of the procedure of Grievance Handling is as follows: STEP I Grievant conveys verbally to officer designated by the management... He or she will reply back within 48 hours STEP II If not satisfied.. the grievant will communicate to the head of the department.. He or she will reply back in 3 days STEP III If not satisfied the employee will goto 'grievance committee'. committe wil reply back in 7 days STEP IV again if not satisfied the grievant will appeal to management for revision..a week for appeal will be considered STEP V if still not satisfied the grievant can opt for voluntary arbitration within a week after decision from step IV Thank you swati
Hi , I think it will help u ............ EMPLOYEE GRIEVANCES & DISCIPLINE In industrial context the word grievance is used in industrial context to designate claims by workers of a Trade Union concerning their individual or collective rights under an applicable collective agreement, individual contract of employment, law, regulations, work rules, custom or usage. Such claims involve questions relating to the interpretation or application of the rules. The term “Grievance” is used in countries to designate this type of claim, while in some other countries reference is made to disputes over “right” or “legal” disputes. The grounds for a grievance may be any measure or situation which concerns the relations between the employers and worker or which affects the conditions of employment of one or several workers in the undertaking when that measure or situation appears contrary to provisions of an applicable collective agreement or of an individual contract of employment, to work rules, to laws or regulations or to the custom or usage of the occupational branch of economy activity or country”. Causes for Grievance Grievances generally arise from the day to day working relations in an undertaking, usually a worker or trade union protest against or act or omission of management that is considered to violate worker rights. Grievances typically arise on such matters like discipline and dismissal, the payment of wages & other fringe benefits, working time, over time and time off entitlement, promotions, demotions and transfer, rights deriving from seniority, rights of supervisors and the Union officers, job classification problems, the relationship of works rules to the collective agreement and fulfillment of obligations relating to safety and health as laid down in the agreement. Such grievances, if not dealt with a procedure that secures the respect of parties, can result in embitterment of the working relationship and a climate of industrial strife. Procedure for Settlement: It has been widely recognized that there should be an appropriate procedure through which the grievances of workers may be submitted and settled. This recognition is based both on consideration of fairness and justice, which requires that workers’ claims regarding their rights should receive fair and impartial determination, and on the desire to remove from the area of power conflict a type of dispute that can properly be settled through authoritative determination of the respective rights and obligations of parties. Essence of Model Grievance Procedure: The three cardinal principles of grievance settlement, under the procedure, are; 1. Settlement at the lowest level, 2. Settlement as expeditiously as possible; and 3. Settlement to the satisfaction of the aggrieved Like justice, grievance must not only be settled but also seem to be settled in the eyes of the aggrieved. The Model Grievance Procedure has a three tier system for the settlement at the levels of the immediate supervisor; departmental or factory head; and a bipartite grievance committee representing the management and the union, with a provision for the arbitration appeal to the organization head, and a specified time limit for the resolution process. Views of the National Commission on Labour NCL has recommended that a formal grievance procedure should be introduced in units employing 100 or more workers and they are: 1. There should be a statutory backing for the formulation of an effective grievance procedure which should be simple, flexible, less cumbersome and more or less n the lines of Model Grievance Procedure, 2. It should be time bound and have a limited number of steps namely, approach to the immediate supervisory staff; appeal to the departmental head/manager; and appeal to the bipartite grievance committee representing management and the recognized Union. 3. A grievance procedure should be such that it gives a sense of satisfaction to the individual worker, ensures reasonable exercise of authority to the manager and a sense of participation to Unions, 4. The constitution of the grievance committee should have a provision that in case a unanimous decision is not possible, the unsettled grievance may be referred to arbitration. At the earlier stages the worker should be free to be represented by a co worker and later by an officer of the union, if one exists, 5. It should be introduced in all units employing 100 or more workers. INDISCIPLINE/MISCONDUCT Discipline is the employee self control which prompts him to willingly co- operates with the organizational standards, rules, objectives, etc. Misconduct is the transgression of some established and definite rules where no discrimination is left to the employee. It is violation of rules. Any breach of these rules and discipline may amount to misconduct. It is an act or conduct which is prejudicial to the interest of the employer or is likely to impair the reputation of the employer or create unrest and can be performed even outside the premises of the establishment and beyond duty hours. It is for the management to determine in its Standing Orders as to what shall constitutes acts of misconduct and to define the quantum of punishment for them. Causes of misconduct: • Unfair labour practices and victimization on the part of employers, like wage diffentials, declaration of payment or non payment of bonus, wrongful works assignments, defective grievance procedure etc., • Bad service conditions, defective communications by superiors and ineffective leadership lead to indiscipline, • Poverty, frustration, indebtedness, generally overshadow the minds of the workers, these agitate their minds and often result in indiscipline, • Generally speaking absenteeism, insubordination, dishonesty and disloyalty, violation of plant rules, gambling, incompetence, damage to machine and property, strikes, etc., all lead to industrial indiscipline. Remedial Measure for Acts of Indiscipline: • Labour is most important factor of production. Therefore an Organization can prosper only if labour is properly motivated towards the attainment of specific goals. A more humane approach is necessary to motivate them. • Each worker, as an individual, needs a fair or reasonable wage to maintain himself and his family in good health and spirits. So the wage should be adequate so that the worker may meet the economic needs of his family, • He Trade Union leadership should be developed from within the rank and file of workers, who would understand their problems and put it up to the management in the right perspective. Disciplinary Action: Indiscipline is the result of many interrelated reasons- economic, psychological, social etc. It needs to be properly handled. The disciplinary action must conform to certain principles e.g. • The principal of natural justice must guide all enquiries and actions. No biased person to conduct inquiry, • The principal of impartiality or consistency must be followed, • The disciplinary authority should offer full opportunity to the worker to defend himself. Procedure for Punishment: • Framing and Issuing of Charge sheet • Receiving the defendants’ Explanation • Issuing the notice of Inquiry • Holding the Enquiry • Findings of the Inquiry Officer • Decision of the Disciplinary Authority • Communication of the Order of Punishment Termination of Employment: • Voluntary abandonment of Service by the Employee • Resignation by the employee • Discharge by notice thereof given by the employer • Discharge or dismissal by the employer as a punishment for misconduct, • Retirement on reaching the age of superannuation Type of Punishment Under Standing Orders: 1. Censure or Warning 2. Fines 3. Suspension 4. Dismissal Best of Luck..... Nitin Parijaat
Hi, Have a look a www.armchairadvice.co.uk It is a website which provides advice and information regarding redundancy and dismissal and includes quite a lot of useful stuff on lodging a grievance.
Dear Friends, Request you all to note irrespective of their position / grade / cadre every body in the organization will have grieviences. It is the responsibility of the HR representative to identify and address the gireviences at the earliest. Un attended grieviences may lead to demands hence the HR representative should be very sensitive and responsive to the gireviences. Basically the floor supervisors / superirors are the critical people in identifying the gireviences as they will be with the employees almost 8hrs a day so HR should develop that net work. HR should concentrate on dining halls, rest rooms, company provided transports etc where employees will be exchanging their concerns very frequently. Even though we have a structured grievience handling system better to handle independantly. Recording of grieviences is a must and by this you will have data like the people, areas, people etc. Thanks and regards- kameswarao
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