Grievance

Introduction
&
Procedure for Redressal

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Introduction

DISSATISFACTION , COMPLAINT &

GRIEVANCES

Dissatisfaction :Anything that disturbs an employee, whether

or not the unrest is expressed in words.

Complaint : A spoken or written dissatisfaction brought to the

attention of the supervisor or the Shop Steward ( In Charge ).

Grievance : A complaint that has been formally presented to a

Management Representative or to a Union Official

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Grievance Defined

A grievance as a complaint of one or

more workers with respect to wages
and allowances, conditions of work
and
interpretation
of
service,
condition covering such areas as
overtime, leave, transfer, promotion,
seniority,
job
assignment
and
termination of service.
International

Labour Organization(ILO)

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Definitions of Grievances
1.

2.

3.

A grievance is a formal dispute between

an employee & management on the
conditions of employment.
Grievances are complaints that have been
formally registered in accordance with the
grievance procedure.
A grievance is any dissatisfaction or
feeling of injustice in connection with
ones employment situation that is
brought to the attention of the
management.
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Features of Grievances

Discontent or Dissatisfaction.
Dissatisfaction must arise out of
employment & not due to personal
reasons.
The discontentment can arise out of real
or imaginary reasons.
The discontent may be voiced or unvoiced
but it must expression in some form.
Broadly speaking a grievance is noticeable
& traceable to real or perceived nonfulfillment of ones expectations.
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Forms of Grievances
a) FACTUAL.
b) IMAGINARY.
c) DISGUISED.

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Reasons of Grievances
1.
2.
3.
4.
5.

ECONOMIC.
WORK ENVIRONMENT.
SUPERVISION.
WORK GROUP.
MISCELLANEOUS.

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Human Aspects
1. Work Environment : Light , space ,heat.
2. Use of equipment : Tools / Poor
Maintenance.
3. Supervisory Practices.
4. Personality clashes.
5. Managers Behavior.
6. Problems with pay / allowances.
7. Perceived inequalities in treatment : Pay,
appeals against performance related
awards.
8. Organizational Change.
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Types of Grievances
Individual Grievance: complaint
that an action by management has
violated the rights of an individual as
set out in the collective agreement or
law, or by some unfair practice.
Examples: discipline, demotion,
classification disputes, denial of
benefits, etc.

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Types of Grievance

Group Grievance: complaint by a

group of individuals, for example, a
department or a shift that has been
affected the same way and at the
same time by an action taken by
management.
An example of a group grievance
would be where the employer refuses
to pay a shift premium to the
employees who work on afternoon shift
when the contract
entitles them to it.
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Types of Grievance

Policy Grievance: complaint by the

union that an action of management (or

its failure or refusal to act) is a violation
of the agreement that could affect all
who are covered by the agreement.
Group grievances are often treated as
policy grievances.
For example, management assigns a
steady day-shift employee to work on an
off shift without regard to seniority.

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EFFECT OF GRIEVANCES
1. On Production : Low quality of production ,
Low productivity , Increase in wastage ,
Increase in cost of production
2. On Employees : Increased absenteeism ,
Reduction in level of commitment , Increase in
accidents , Reduced level of employee morale.
3. On Managers : Strained superior
subordinate relations , Need for increased
supervision/control & follow up Increase in
unrest ,thereby machinery to maintain
industrial peace.
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BENEFITS OF GRIEVANCE
HANDLING PROCEDURES

1. It encourages employees to raise

concerns without fear of reprisal.
2. It provides a fair & speedy means of
dealing of grievances.
3. It prevents minor disagreements
developing into more serious disputes.
4. It saves employers time & money as
solutions are found for workplace problems.
5. It helps build in organisational climate
based on openness and trust.
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Objectives of Grievance Handling

1.
2.
3.
4.

To enable employee to air his/her grievance.

To clarify the nature of grievance.
To investigate the reasons of dissatisfaction.
To obtain where possible a speedy resolution
to the problem.
5. To take appropriate actions & ensure that the
promises are kept.
6. To inform the employee his /her right to voice
the grievance & take it to next stage of the
procedure.
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Key Features of Grievance Redressal

Procedure
1. FAIRNESS.
2. FACILITIES FOR REPRESENTATION.
3. PROCEDURAL STEPS.
4. PROMPTNESS.

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Discovery of Grievance
a) Observation.
b) Grievance procedure.
c) Gripe Boxes.
d) Open Door Policy.
e) Exit Interview.
f) Opinion Survey.

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Value Addition - HR Glossary

Joint/labor
management
committee

Key result areas

A
panel
comprised
of
management
and
union
representatives whose purpose is
to address problems, resolve
conflicts
and
build
on
relationships.
The parts of an organizations
intangible assets that relate
specifically
to
knowledge,
expertise, information, ideas,
best
practices,
intellectual
property and other capabilities.
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Value Addition - HR
Terminology

Knowledge- based A salary differentiation system

pay
that bases compensation on an
individuals
education,
experience, knowledge, skills or
specialized training. Also referred
to as skill based pay.
Knowledge
management
The
process
of
creating,
acquiring, sharing and managing
knowledge to expand individual
and organizational performance.
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Handling Grievance

Amenities
Compensation
Conditions of work
Continuity of
service
Disciplinary action
Fines
Leave
Medical benefits

Nature of job
Payments
Promotions
Safety
environment
Super Annuation
Supersession
Transfers
Victimisation

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Individual or Collective (Group)

It is important to make a distinction
Grievances
between individual grievances and
group grievances.
If the issue involved relate to one or a
few individual employees, it needs to be
handled through a grievance procedure,
but when general issues with policy
implications and wider interest are
involved they become the subject
matter for collective bargaining.
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Reasons for Grievances

Economic

Working Environment

Wage fixation, wage computation, overtime,

bonus
Employees feel they are getting less than what
they ought to get
Poor working conditions, defective equipment
and machinery, tools, materials.

Supervision

Disposition of the boss towards the employee

perceived notions of favoritism, nepotism, bias
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etc.

Reasons for Grievances

Work Group

Strained relations or incompatibility

with peers. Feeling of neglect,
obstruction and victimisation.

Work Organisation

Rigid and unfair rules, too much less

work responsibility, lack of
recognition.
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Effects of Grievance
a. Loss of interest in work and consequent
lack of moral and commitment
b. Poor quality of production
c. Low productivity
d. Increase in wastage and costs
e. Increase in employee turnover
f. Increase in the incidence of accidents
g. Indiscipline
h. Unrest, etc.
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Grievance Procedure

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Grievance Redressal
Procedure

Grievance Redressal
Procedure has been divided
into three stages:
Stage I
Stage II
Stage III

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Grievance Procedure

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The procedure consists of the following stages:

Stage 1:
The worker fills in a grievance form and submits the
same to the shift incharge for information and
consideration.
Stage 2:
In case, he is not satisfied with the decision, he goes to
the departmental head for the settlement of his
grievance.

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Stage 3:
If the aggrieved employee is still dissatisfied, he forwards it to the appropriate
chairman of the zonal works committee (ZWC). Each zonal works committee
consists of five management and five union representatives. Their decision is final
and binding on both the parties. The individual grievances considered by the zonal
committee pertain to promotion, suspension, discharge and dismissal.
Stage 4:
If the zonal committee either does not reach to a unanimous decision or the
decision is not accepted by the employee, the grievance is, then, forwarded to the
central works committee. This committee consists of representatives of top
management and union officials. Here also, the unanimity of principle operators and
the decision taken by the committee is binding on both the parties.

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Stage 5:
If this committee also does not reach to an unanimous decision, the
matter is referred to the Chairman of the company. His or her decision
is final and is binding on both the parties.

The stage at which the grievance is settled indicates the climate or the
spirit that prevails in the organization. Obviously, lower the level of
settlement, the quicker the redressal of a grievance. The concerned
officer, be the supervisor or manager, remains in a position to give and
take at initial lower stages such as stage 1. Gradually, he or she
comes under the glare of publicity; his or her position becomes harder
at the subsequent stages.
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