NOTE ON GRIEVANCE PROCEDURE

What is Grievance?:
A grievance is a sign of employees discontent with job and itsnature. The employee has got certain
aspirations andexpectations which he thinks must be fulfilled by the organisationwhere he is working.
When the organisation fails to satisfy theemployee needs, he develops a feeling of discontent or
dissatisfaction. Thus, grievance is caused due to the differencebetween the employee expectation and
management practices
Grievance is all about violation of the contract, practices, rules and regulations. As human beings are
different there is bound to be grievances among employees leading to conflicts at the workplace. To
avert any kind of conflicts within the organization, there is need for a proper grievance procedure so
that the employees feel that their grievances are addressed and redressed.
Understanding grievance
A grievance is when an employee raises an issue with their employer regarding their working
environment. For example, management practices, inter-personal relationships, terms & conditions etc.
It is important that employers deal with grievances reasonably and promptly.
The causes of employee grievances includes:
Demands for individual wage adjustments,
Complaints about the incentive systems
Complaints about the job classifications,
Complaints against a particular foreman
Complaints concerning disciplinary measures and procedures.
Objections to the general methods of supervision,
Loose calculation and interpretation of seniority rules, andunsatisfactory interpretation of agreements.
Promotions
Disciplinary discharge or lay-off,
Transfer for another department or another shift,
Inadequacy of safety and health services / devices
Non-availability of material in timeiv.
Violation of contracts relating to collective bargaining
Improper job assignment, and
Undesirable or unsatisfactory conditions of work.
Why there should be a formal procedure to handle grievances
All employee complaints and grievances are in actual practice not settled satisfactorily by the first level
supervisor, due to lack of necessary human relations skills or authority to act.
It serves as a medium of upward communication, whereby the management becomes aware of
employee frustrations, problems and expectations.
It operates like a pressure-release valve on a steam boiler, providing the employees with an outlet to
vent their frustrations, discontents and gripes.
It also reduces the likelihood of arbitrary action by supervisors, since the supervisors know that the
employees are able to protect such behavior and make their protests heard by higher manager.
The very fact that employees have a right to be heard-and actually are heard-helps to improve morale
Raising a grievance
An employee is not required to put their grievance in writing. (Even grievances only raised verbally may
be considered by an employment tribunal). However, encouraging an employee who has a grievance to
put their concerns in writing has advantages for both the employee and the employer.
Written grievances help the employee to consider all the relevant information, and helps the employer
to understand the nature and background of the problem. Written grievance notifications can also be
helpful in demonstrating how the problem was dealt with (particularly in the event of a subsequent
dispute or employment tribunal).
There are a number of areas an employee should consider when raising a grievance. These include what
has happened, who was involved, and any previously related matters.
Grievance hearings
The purpose of a grievance hearing is to explore the grievance with the employee. This might include
asking further questions, and discussing the investigation with them.
It is important to explore the possible ways in which the employee might wish to see the matter
resolved. Asking why the employee feels aggrieved and what outcome they hope for can be extremely
helpful questions.
No decision should be made during the grievance hearing. Instead, the meeting should be closed, and
the decision considered separately. The decision should however be communicated in writing to the
employee within a reasonable period of time after the meeting.
Options open to the employer include upholding the grievance (and identifying ways in which the
matter will be resolved), upholding the grievance (though explaining that there are no practical solutions
currently open to the employer) or rejecting the employee's grievance.
Whatever outcome is reached, it is important that the employee is given the opportunity to appeal
against the decision.
Steps in Grievance Handling Procedure:
Identify the grievance and acknowledge the same. Listen carefully to the complainant. Define the
grievance clearly. Gather the complete information with facts and figures. Analyze and search for
multiple solutions to the grievance and finally select the best feasible and possible solution and
implement the same. Ensure that there is follow-up at each stage for successful grievance procedure.
Prescriptions During Grievance Procedure:
If you are not the appropriate person, refer to the right person.
Spend adequate time with the complainant.
Be cool and composed during the process.
Check for facts and figure rather than hearsay.
Practice attentive listening skills.
Find out what bugs the complainant.
Dont have any preconceived notions about the involved parties.
Dont threaten people.
Always try to settle the grievance at the lower level amicably rather than dragging to the higher levels
where it might become more complicated.
Conduct the grievance hearing privately.
Make necessary changes, if there are any irregularities in policies and procedures.
Keep the entire grievance process confidential.
Always make the process win-win.
Grievances, if they are not identified and redressed, may affect adversely the workers,managers and
their organisation. The effects include:1.
On production
Low quality of production
Low quality of production and productivity
Increase in the wastage of material, spoilage/leakage of machinery.
Increase in the cost of production per unit.2
On employees
Increase in the rate of absenteeism and turnover
Reduces the level of commitment, sincerity and punctuality.
Increases the incidence of accidents.
Reduces the level of employee morale.3.
On managers
Strains the superior-subordinate relations.
Increases the degree of supervision, control and follow up.
Increases in disciplinary action cases.
Increases in unrest and, thereby, machinery to maintain industrial peace.
Benefits that will accrue to both the employer and employees are:
It encourages employees to raise concerns without fear of reprisal.
It provides a fair and speedy means of dealing with complaints.
It prevents minor disagreements developing into serious disputes.
It saves employers time and money as solutions are found for workplace problems.
It helps to build an organisational climate, based on openness and trust.
the objectives of a grievance-handling procedure as follows:
To enable the employees to air his/her grievance
To clarify the nature of the grievance
To investigate the reasons for dissatisfaction
To obtain, where possible, a speedy resolution to the problem
To take appropriate actions and ensure that promises are kept.
To inform the employee of his or her right to take the grievance to next stage of the procedure, in the
event of an unsuccessful resolution.
four key features of a grievance-handlingprocedure;
Fairness
Fairness is needed not only to be just but also to keep the procedure viable, for if employees develop
the belief that the procedure is only a sham, then its value will be lost, and the other means sought to
deal with the grievances. This also involves following the principles of natural justice, as in the case of a
disciplinary procedure.
Facilities for Representation
Representation , e.g. by a shop[Supervisor can be of help to the individual employee who lacks the
confidence or experience to take on the management single-handedly. However, there is also the risk
that the presence of the representative produces a defensive management attitude, affected by a
number of other issues on which the manager and shop steward may be at loggerheads
Procedural Steps
Steps should be limited to three. There no value in having more just because there are more levels in
management hierarchy. This will only lengthen the time taken to deal with matters andwill soon bring
the procedure into disrepute.
Promptness
Promptness is needed to avoid the bitterness and frustration that can come from delay. When an
employee goes into procedure, it is like pulling the communication cord in the train . The action is not
taken lightly and it is in anticipation of a swift resolution. Furthermore, the manager whose decision is
being questioned will have a difficult time until the matter is settled
Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about
employee grievances., open door policies, periodic interviews, exit surveys could also be undertaken to
cover the mystery surrounding grievances. Observation is an effective method.
Observation: A manager/ supervisor can usually track the behaviours of people working under him. If a
particular employee is not getting along withpeople, spoiling materials due to carelessness or
recklessness, showingindifference to commands, reporting late for work or is remaining absent-
thesignals are fairly obvious. Since the supervisor is close to the scene of action, he can always spot such
unusual behaviours and report promptly.
unattended grievances may culminate in the form of violent conflicts later on. The grievance procedure,
to be sound and effective, should possess certain prerequisites:
Conformity with statutory provisions: Due consideration must be given to the prevailing legislation while
designing the grievance-handling procedure.
Un ambiguity; Every aspect of the grievance handling procedureshould be clear and unambiguous. All
employees should know whomto approach first when they have a grievance, whether the complaint
should be written or oral, the minimum time in which the redressal is assured, etc. The redressing
official should also know the limits within which he can take the required action.
Procedure

The aggrieved worker in the first instance will approach the Supervisor and tell him of his grievances
orally.
The supervisor has to redress his grievance and if the worker is not satisfied with this redressal, he can
approach the supervisor.

The Supervisor has to provide an answer within 48 hours. In the event of the supervisor not giving an
answer or the answer not being acceptable to the worker, the worker goes to the next step.

At this stage, the worker either alone or accompanied with his departmental representative approaches
the Head of the Department who has to give an answer within three days.

If the Department fails to give answer or if the worker is not satisfied with his answer, the worker may
appeal to the Grievance Committee, consisting of the representatives of the employer and the
employees.
The recommendation of this Committee should be communicated to the Manager with in seven days
from the date of the grievance reaching it.

Unanimous decisions, if any, of the Committee shall be implemented by the Management. If there is no
unanimity, the views of the members of the Committee shall be placed before the Unit Head for
decision.

The Unit Head has to take a decision within three days.

Grievance Committee composition
Office related :
Non Office related.