CONCEPT of GRIEVANCE

DISSATISFACTION ? COMPLAINT? GRIEVANCE?

Dissatisfaction is any state or feeling of disturbance

When it is orally made known by one employee to another is

known as a complaint

A complaint becomes a grievance when this dissatisfaction,

which is related to employment, is brought to the notice of the
management either orally or in writing

A grievance concerns more than one employee on any matter

related to employment whether real or imagined.
 CAUSES/SOURCES OF GRIEVANCE
Concerning Wages
Concerning Supervision
Concerning Individual Advancement
General Working Conditions
Collective Bargaining
NEED FOR GRIEVANCE REDRESSAL PROCEDURE
All policies, programs and procedures or framework for settlement
of problems and disputes constitute the grievance redressal
procedure.

It is an important part of labour relations where employees can

voice their complaints and expect that it be resolved in a fair and
honest manner and is a check on arbitrary action of management at
the implementation level.

A well designed and proper grievance procedure provides

 a channel or avenue by which any aggrieved employee may
present his grievance
A procedure which ensures systematic handling of a grievance
A means of ensuring that there is some measure of promptness in
the handling of the grievance
STEPS IN GRIEVANCE REDRESSAL PROCEDURE
Grievance procedure may be an open door type (for small organizations) or step ladder
type(for medium and large organizations).
Grievance procedure is preliminary to an arbitration process formulated by management
and union. A model grievance redressal procedure has the following stages:

1. In first stage employee conveys his grievance to supervisor. If a satisfactory solution not
given within 48 hours then employee approaches the next level.
2. In second stage employee fills up the grievance redressal form of company and
approaches HOD who has to give a decision within 3 days failing which grievance
reaches the next level.
3. In the third stage, grievance reaches the grievance committee which needs to reach a
settlement with employee within 7 days. If it is a unanimous decision management has
to implement it. Otherwise management gets 3 more days to communicate its decision
4. If decision is not satisfactory, employee and departmental representatives appeal to
management to review its decision in a week͛s time. If there is no redressal matter taken
to the union.
5. Union tries to bring about a settlement between employee and management.
6. In case of failure a settlement is reached by voluntary arbitration by a third party,
normally a conciliation officer of state labour department within 7 days.
 GRIEVANCE REDRESSAL PROCEDURE IN
UNIONIZED ORGANIZATIONS
ÖEmployee with the grievance approaches his manager/supervisor and
coveys problem verbally in a conference or a discussion specifically
arranged for this purpose and the grievance can be settled by the
supervisor
ÖIf the employee is not satisfied with settlement the grievance can be
forwarded by supervisor to the HOD or IR Head with a note on the
grievance.
ÖIf decision at the above level is not acceptable to employee then
grievance is referred to Grievance Committee which consists of
members representing management and union may suggest a solution
that the employee accept the settlement of the employer or take it for
arbitration.
ÖIn the final stage the grievance is referred to the arbitrator. Both
parties must agree beforehand that the decision of the arbitrator is final
and binding.
 LEGISLATIVE ASPECTS OF GRIEVANCE
REDRESSAL IN INDIA
The Industrial Employment Standing Orders Act, 1946 provides for
a system of settlement of grievances in establishments to which it is
applicable.

Many industries have a detailed grievance redressal procedure

worked out by mutual agreement between management and union.
Even non-unorganizations have a formal grievance redressal
procedure

A model grievance redressal procedure contains successive time-

bound steps each leading to the next in the event of the non-
acceptance of the previous decision.
 CONFLICT RESOLUTION
AVOIDANCE
ACCOMMODATING/SMOOTHING
WIN-LOSE/CONFRONTING
COMPROMISING
PROBLEM SOLVING/COLLABORATING
MEDIATION
CONCILIATION
ARBITRATION