A STUDY OF NON-WORK AND WORK GRIEVANCES

AMONG THE EMPLOYEES OF JOLLIBEE DIEGO

SILANG IN RELATION TO THEIR WORK
PERFORMANCE

BY:
NEHA UPADHYAY
PGDM
IIPM


INTRODUCTION
Human resources are the most important asset for any organization. In competitive
business world main part of activities is carried out by the employees in the
organization. A healthy workforce ensures increased efficiency and productivity for
organization.
Maintaining quality of work life for its employees is an important concern for the any
organization. The grievance handling procedure of the organization can affect the
harmonious environment of the organization. The grievances of the employees are
related to the contract, work rule or regulation, policy or procedure, health and safety
regulation, past practice, changing the cultural norms unilaterally, individual
victimization, wage, bonus, etc. Here, the attitude on the part of management in their
effort to understand the problems of employees and resolve the issues amicably have
better probability to maintain a culture of high performance.
The absence of employee grievances does not necessarily mean that there are no
problems, this may range from poor attendance, poor quality of work and sometimes
leaves the organization.
Grievances means any discontent or dissatisfaction, whether expressed or not, arising
out of anything connected with the company that an employee thinks, believes or even
feels unfair, unjust or inequitable. This discontent can arise out of something connected
with company or expressed, implied or may be valid, legitimate or rational, untrue or
irrational or completely ludicrous.
Grievances cant be easily be removed in terms of job performance especially in fast
food chains like Jollibee because of the workplace environment having almost peek
week with regards to the location of the site. Grievances can be easily observed
between the manager and the employees inside the workplace. But, what are the
factors that cause the bad performance of the employee? How does the manager ease
those negative factors resulting from a poor to better performance? How does the
manager take action with regards to the violation and complaints that the employee had
done? If the company had disciplined employees over the workplace, it is surely easy
for them to defend himself from grievances because he knows how to control his
actions and emotions as same as the managers to have an efficient and the best
performance.









STATEMENT OF THE PROBLEM
The purpose of this study is to identify the factors that cause grievances among the
employees of Jollibee Diego Silang. Undoubtedly, most of troubles encountered by
employees affect business performance and could give rise to short-range problems
and long-range conditions.
Employees differ as individuals, in their needs, expectations and behavior. When their
needs are not satisfied or their objectives are not achieved, the result is employee
dissatisfaction. It is not an easy task for the management to keep all the employees
satisfied and motivated, all the time.










OBJECTIVES:
The researchers aim to study about the Non-work and Work Grievances among the
Employees of Jollibee Diego Silang in relation to their work performance.
The researchers wants:
To determine the role of grievance management in enhancing work
performance;


To identify causes of grievances in an organization;

To examine the effect of grievances on work performance;



To evaluate grievance management system used by the organization in
enhancing work performance.








SIGNIFICANCE OF THE STUDY
The researchers are contribution to serve this study as a reference guide for the
readers in the discipline of grievance management.
This study can give information to employee bout the grievance management. It can
also provide the basis for employee improvement through self-analysis and self-
evaluation.
The researchers are in partial fulfillment of the requirement to obtain a certificate in
Human Resource Management at Polytechnic University of the Philippines- Taguig
Campus.













STATEMENT OF HYPOTHESIS
Employees nowadays get tired very easily especially in fast food chains like Jollibee in
Diego Silang because many or most of them are working students. Some are working
overtime at a workplace and some are having activities outside of the workplace. Some
of them are over fatigue and tired because of school activities that are still needed to be
done. Some are just getting annoyed and bored because of peak hours.












SCOPE OF THE STUDY
This study will focus on the employees of Jollibee Corporation in Diego Silang. The
boundaries of this study are limited to 50 respondents for the questionnaires given.

PERIOD OF THE STUDY
The study covered a one month period


















CONCEPTUAL FRAMEWORK
Input Process Output

motivatu
Resolution of
employee
dissatisfaction
in relation to
non-work and
work
grievances.
Find out who
are involved
Get the
employees
ideas.
Counseling
interview.
Give his side of
the story.
.Show concern
and let the
Increased
productivity
Getting more
confident.
Increased
motivation.
Increased
Job
Satisfaction







There are a number of problem resulting from a dissatisfied worker which are generally
unhappy and finds difficulty in adjusting to the work environment. As shown above,
there is a resolution of employee dissatisfaction in relation to grievances. These are due
to inflexible, unrealistic, and be incapable or unwilling to change his attitude. He may
have a low salary, no authority, little responsibility, family problem, and little opportunity
for advancement. He may feel that he is working just to make a living. His work history
may show many jobs of short duration, his educational experiences may have been
unpleasant, he may fins social acceptance difficult, or he may be physically
handicapped. His problems may have nothing to do with the job situation, but his
response to his problems is behavior that is a problem to the company. Problem
employees may express their dissatisfaction in a number of ways- insubordinations,
temper tantrums, avoiding group chitchat, excessive absence, suspicion, fear, certainty
that the world has turned against them, getting together with other problem employees
and magnifying everything that seems against them. Sometimes when an employee is
bothered by something, he shows it by changes in his actions. A talkative person
becomes silent and secretive, he withdraws from the group, and he becomes irritable.
Almost any changed behavior pattern is a signal of some change in the individual.
At the above process will create a satisfactory towards the job. The purpose of the
counseling is to help the problem employee. This is not the time to criticize him, to
enforce discipline, to argue, or to listen with one ear while doing a job. Listen quietly,
attentively and try to detect not only what the employee is saying, but what he is trying
to say and the possible reasons for his problem behavior. A counseling interview gives
the employee a chance to talk in privacy, to share his problems, and to explain his
performance.









THEORETICAL FRAMEWORK



Sigmund Freud
Grieving is a normal adaptation to loss
Grieving persons must persistently
confront the reality of their loss
Successful grieving requires hard
work"grief work."



Sigmund Freud contributed the first attachment theory in his 1917 book, Mourning and
Melancholia.
Grieving is a normal adaptation to loss Grief is not an illness, and it shouldn't be
treated as one. Instead, the powerful emotions of grieving must be seen as normal, just
as the pain that accompanies a broken ankle is normal. If we try to "treat" a broken
ankle by covering up the pain, we can't expect to walk well again. And if we try to "treat"
grieving by covering up the sadness and anger, we can't expect to live well again.
Grieving persons must persistently confront the reality of their loss though
uncomfortable, this focus on reality is absolutely essential. We can't redraw our world-
image accurately unless we attend closely to the changed world.
Successful grieving requires hard work"grief work by emphasizing the need for
grief work, Freud repudiated the old theory that time heals all wounds. Grieving would
be easy, and consistently successful, if this notion was true, but it isn't. Believing that
time heals wounds is like believing that time makes breakfast.
According to his theory, we become emotionally attached to our loved ones by investing
libido (psychical energy) in them. He theorized that nerve cells gain or lose this energy,
accounting for changes in their sensitivity. Thus, Freud's notion of attaching and
detaching is similar to chemical bonding, in which atoms attach to one another by
energetic bonds, and become detached by reactions such as in burning. Under Freud's
theory, grieving consists of severing these emotional attachments by withdrawing our
energetic investments. The process of forming attachments is termed cathexis in the
English literature, and the detaching process is termed decathexis.
Several of the early studies of grievance initiation focus on the impact of technology on
grievance filing (Sayles, 1958; Kuhn, 1961; and Peach & Livernash, 1974). Although
these early studies did not include quantitative analysis, the authors concluded that
various aspects of technology were related to grievance filing rates. Bemmels, Reshef
and Stratton-Devine (1991) included six measures of technology based on the results of
these early studies. They found, however, little empirical support for the notion that
differences in technology would explain variation in grievance rates across work groups.
Only one variable, the extent to which technology "requires following strict schedules
and procedures," had a negative relationship with grievance rates, but this contradicts
the results of the early studies. The other five technology measures were not related to
grievance rates, and the combined effect of all six variables was not statistically
significant. Although not reported, the same variables were collected for the analysis
reported in Bemmels (1994a) and none of the six technology variables was significantly
related to grievance rates in that sample.
As part of their study of exit-voice behaviors, Lewin and Boroff's (1994) analysis of their
unionized sample of employees differentiates between employees who perceived that
they experienced unfair treatment and filed a grievance and employees who perceived
unfair treatment but did not file a grievance. They found that employees with higher
loyalty to the employer were less likely to have filed a grievance. This is contrary to the
predictions of Hirschman's (1970) exit-voice model. They conclude that employees who
perceive that they experienced unfair treatment and with high loyalty to the employer
are more likely to suffer in silence rather than file a grievance.
Gordon and Miller (1984), Allen and Keaveny (1985) and Klaas (1989a) note the
important role that expectancy theory could play in differentiating grievants and
nongrievants. Although not a complete test of expectancy theory, Lewin and Boroff
(1994) did include the employees' perceived effectiveness of the grievance procedure
as an explanatory variable. Surprisingly, this was not significantly related to grievance
filing. Further research focusing on expectancy theory and grievance filing that more
fully develops testable hypotheses derived directly from expectancy theory seems
appropriate.
Cappelli and Chauvin (1991) developed an efficiency model of grievance activity
drawing from Hirschman's (1970) exit-voice framework. This model could also be
considered a partial test of expectancy theory applied to grievance filing. The central
argument is that employees who feel unfairly treated will compare the cost and
effectiveness of filing a grievance with other response options (such as exit or "silence")
in deciding whether to file a grievance. The costs of exit will depend upon the labor
market conditions. Specifically, they argue that higher wage premiums in the plant
relative to the local labor market will increase the costs of exit, and consequently lead to
more frequent grievance filing. Also, the unemployment rate in the area will reflect the
availability of alternative employment, and a higher unemployment rate will increase the
costs of exit and lead to a higher grievance rate. Their analysis of plant level data from
86 plants in a large manufacturing company supported both propositions. A unique
aspect of this study is the focus on labor market conditions as explanatory variables for
grievance filing.
Klaas (1989b) found that grievance outcomes were related to the grievant's work history
(such as job performance, tenure, disciplinary record, and prior grievances filed), even
when that history is not relevant to evaluating the merits of the grievance. Meyer and
Cooke (1988) found that various economic and political factors were related to
grievance outcomes, and that these factors were more important determinants of
outcomes for grievances where the contractual basis and facts of the case were
unclear. Knight (1987a, 1987b) reports evidence that some grievants abuse the duty of
fair representation complaint procedure by filing complaints for tactical purposes to gain
bargaining power in the grievance process, and that this exploitation of the duty of fair
representation complaint process caused union officials to process unmeritorious
grievances.



REVIEW OF RELATED STUDIES AND LITERATURE
This Chapter presents previous literature and studies that have relevance to the
research subject. The work chosen for this part have been written by authors from
abroad and from the Philippines.

a) Studies in the Philippines

b) Studies in the Countries










(A) LOCAL STUDIES
According to Gregorio Miranda author of the book entitled Supervisory Management:
The Management a Effective Supervision, chapter XIV; pg.141, Grievances refers to
any employee dissatisfaction that is expressed kept by them. As defined in the Primer
on Grievance Settlement and Voluntary Arbitration, published by the National
Conciliation and Mediation Board of the Department of Labor and Employment, a
grievance is any question by either the employee or the union regarding the
interpretation or application of the collective bargaining agreement or company
personnel policies or any claim by either party that the other party is in violation of the
provision of the CBA or company personnel policies.









(B) FOREIGN LETIRATURE
According to Perfecto S. Siston (2006:45) defines grievance as any dissatisfaction,
complaint, irritation or misunderstanding that can be real or imaginary of an employee
arising from his /her job relationship. He favors the idea of grievance administration by
saying that, one of the most important aspects of the day to day relations between a
company and its employees is the manner in which the grievance is treated
www.articlesbase.com/k-12-education-articles/grievance.
Grievances usually arise when employees fail to get satisfaction from the job. These
may be small complaints but may grow into bigger issues if they are neglected or
ignored. Some grievances arise from real and legitimate causes while others may be
imaginary or trivial. Siston (2006:34) mentions the following as causes of grievances:
Application and interpretation of the collective agreement.
Absence of clear-cut company policy
Poor supervisory abilities.
Poor channels of communication.
Personal problems
Union inspired grievances
Improper selection and replacements.
Lack of training Trade Union officials.
Discrimination and favoritisms
A test of union struggle against management.

However, Perfecto S. (2003: 421 422) suggests that the following is what to consider
in handling grievance:
Accept the responsibility for handling the grievance.
Listen to the complaint
Show concern and let the employee appreciate his coming to you. Do not argue
or threaten, this will hinder your investigation.
Ask questions to get to the bottom of the problem,identify the underlying causes
Find out who are involved
Study or analyze the circumstances surrounding the grievances. Ask the
question why, who, where, when and what?
Evaluate whether the grievance is legitimate or not
Ask employee to give his side of the story, get all the facts necessary and
eventually see how best you can solve the issue
The grievance machinery must be put in place to facilitate smooth settlement of
grievances. Peter Ducker (2007:90) once said, It is better to prevent the fire than to
stop it. This is very important to avoid unnecessary conflicts with the other party. It is
therefore important to note that grievance machinery is:
A means of enforcing the collective agreement. This should ensure either party
i.e. management and trade union obey the contents of the agreement, if this is
not observed the conflicts will increase
A means of communication. It is vital to keep in touch with others. This is
informing of feedback and response towards work.
The only way in which the grievances can be settled quickly and at the lowest
levels of the organization. In fact, this is healthy and can lead to industrial
harmony.
It is the only way for orderly handling of grievances. Once this machinery is
overlooked, then what follows is disastrous.
The fair way of dealing with grievances because it provides for appeal until a
settlement is reached.
Mamoka (2007:98) defined performance as the ability to discharge skills, acceptable
work or task. It is an action behavior or an outcome that an employee should be able to
demonstrate after acquiring knowledge, skills attitude etc, from training.
From the above we can deduce that performance is something we can easily measure
and determine. However, in order to know the impact of performance, it has to be
measured.
According to Beach S. Dale (2007:591) in this approach emphasis is on getting the
root causes of the employees dissatisfaction. It is the duty of the management
to make every effort to find out what is bothering the employee. Numerous
problem situations are bound to arise that were not foreseen at the time the
company and trade union signed the collective agreement.




FOREIGN STUDIES:
The Unions Investigation of the Grievance
Gary L. Tidwell, College of Charleston pp., 412-413

The court of Appeals for the Ninth Circuit has stated that the thoroughness of an
investigation is a immaterial to whether the union breached its duty of fair
representation (Hughes v. International Brotherhood of teamsters (1977). The
employees rights may be protected, however, by the requirement that the union
articulate a reason for not pursuing a grievance that is nonarbitrary,
nondiscrimatory and not based upon bad faith.
In Minnis v. UAW (1975), the Eighth Circuit Court stated that an inference of bad
faith or arbitrary conduct may arise from the utter failure to make even a
minimal attempt to investigate an employee grievances. While the Eighth circuit
found that simple negligence did not constitute a breach of the unions duty,
another court suggested that a gross negligence standard be used to determine
whether the union breached its duty of fair representation (Barhitte v. Kroger,
Co., 1978).
The Seventh Circuit Court in Baldini v. Local 1095, UAW (1978) stated that the
union has not breached its duty of fair representation if it has taken a grievance
seriously and made reasonable efforts to investigate and process it.
De Arroyo v. Sindicato de Trabahadores Packinghouse (1970) illustrates the
importance of the union investigating the merits of each grievance. In de Arroyo,
employees claimed they were laid off in breach of the unions refusal to take their
claim through the grievance process was a breach of the unions duty of fair
representation. The union does not automatically satisfy its duty of fair
representation by demonstrating that a cursory investigation of the grievance was
performed.
In Smith v. Hussmann Refrigerator Co. (1980), employees with greater seniority
filed grievances alleging a violation of the collective bargaining agreement after
junior employees bid and were awarded the jobs because of superior skill and
ability. At arbitration, the grievant, represented by the union, testified about their
respective skills and abilities. The junior employees, however, were not notified
or represented at the hearing.
PRESENTATION OF THE GRIEVANCE
When there has been an alleged error in the preparation of the grievance at the
arbitration proceeding, a claim of negligence or poor judgment generally will not
establish a breach of the unions duty of fair presentation. Moreover, arbitration hearings
are not required to be conducted as judicial proceedings. Thus, a collective bargaining
agreement may be enforced by a local shop steward who is not a full-time officer who
may have little or no formal training. Because of the presentor of a grievance is not
required to handle the arbitration with the expertise of a trial lawyer, simple errors in
tactics and procedures may be excused.