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8/9/2019 Grevience Handling

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Employee Grievances andEmp

loyee Grievances and

Disciplinary ActionsDiscip

linary Actions

Submitted To:-

Miss Kanika Sofat

( Dept. of Mgt.)Submitted By:-

Robin (107)Vishal (117)

Ramsoni (101)

Vishesh (118)


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EMPLOYEE GRIEVANCEEMPLOYEE GRIEVANCE

Every employee has certain expectations, which he thinks must

be fulfilled by the organization he is working for. When the

organization failed to do this, he develops a feeling of

dissatisfaction. When an employee feels that something is unfair

in the organization. He is said to have a grievance.


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EMPLOYEE GRIEVANCEEMPLOYEE GRIEVANCE


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CAUSESCAUSES

1. Economic Wage fixation

Overtime Wage revision

2. Work Environment

Poor physical condition of workplace Tight production norms v

Defective tools and equipment Poor quality of material

Unfair rules

Lack of reorganization etc.

3. Supervision Relates to the attitude of the supervisor towards the employee such as

perceived notions of bias, favoritism, regional feelings etc.


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CAUSESCAUSES4. Work Group

Employee is unable to adjust with his colleagues, suffers from feelings ofneglect, victimization and becomes an object of ridicule and humiliation etc.

5. Miscellaneous

Issues relating to certain violations in respect of promotions Safety methods

Transfer

Disciplinary rules

Fines

Granting leaves

Over stay after the expiry of leaves

Medical facilities etc.


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Handling Grievances EffectivelyHandling

Grievances Effectively

Treat each case as important and get the grievances in writing. Talk to the employee directly. Encourage him to speak the truth. Give him a patient hearing.

Discuss in a private place. Ensure confidentiality, if necessary.

Handle each case within a time frame.

Refer company Policy in each case. Inform your superior about all grievances.

Get all relevant facts about the grievance; examine the personal records of the aggrievedworker. See whether any witness are available and visit the work area.

Control your emotions, your remarks and behavior.

Maintain proper records and follow up the action taken in each case.


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Handling Grievances Effectively


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GRIEVANCE PROCEDUREGRIEVANCE PROCEDURE

Stage I At Supervisory level

Stage II At HOD level

Stage III At Management level


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PRINCIPLE OF NATURAL JUSTICEPRINCIPLE OF NATURAL JUSTICE

A man cannot be a judge in his own case.

A person should be given an opportunity of being heard.

The punishment should commensurate with the gravity of offence.

Justice should be done in a way that it should seem that justice has been

done.


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DISCIPLINARY ACTIONDISCIPLINARY ACTION

Who is Disciplinary Authority?

The Manager

Person Authorized by the Board


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DISCIPLINARY ACTIONDISCIPLINARY ACTIONWhat is Misconduct?

Any act, which is subversive of a good conduct, is misconduct.

Misconducts are defined in Standing Orders

How to Report Misconduct.

Shift

Date

Time

Name

Dept

ID No

Venue

Accurate Incidence

Witnesses

Signature


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Preliminary EnquiryPreliminary Enquiry

Who will conduct Preliminary Enquiry?

Where it is to be conducted?

How it is to be conducted?

Enquiry Report


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Domestic EnquiryDomestic Enquiry

Charge Sheet

Written Explanation

Enquiry Officer

Management Representative

Witnesses from both side

Examination / Cross Examination / Examination in chief

Enquiry Report

Second Show cause Notice

Punishment /Acquittal


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What are the Punishments?What are the Punishments?

Warning or censure. Making an adverse remark in the service records.

Suspension from service without wages for a period not exceeding 7

days.

Fine subject to the provisions of the Payment of Wages Act and rules

made there under.

Stoppage of annual increment up to 2 years with or without cumulative

effect.

Demotion or reversion to the lower grade, post or scale with reduced

pay as per that lower grade, post or scale.

Discharge or dismissal.


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This case is related to The Andhra Pradesh StateRoad Transport Corporation which

is a state owned passenger transport company. The

pay scales in the corporation are

determined on the basis of mutual agreement

between the management and the

recognized trade union. The scales are revised once

in three years. The corporationhas both the grievance machinery and the collective

bargaining machinery to

resolve employee problems.

CASE SUMMARY


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An agreement had come into force from September,

1988 in which the pay scale of

the class II drivers was enhanced from Rs. 600 900 to

Rs. 900 1600. The

agreement further said that the pay scales of the drivers

drawing the scale of Rs.600 1200 will be fixed in the scale of Rs. 900 1600.

Now the corporation had absorbed 10 drivers who were

with the private passenger

transport companies upon the nationalization of thatrout at a pay scale of Rs. 600 -

1200.


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When these drivers demanded the increased pay scale they

were refused and told

that only the drivers drawing the pay scale of Rs. 600 1200were eligible for the

raise. The drivers then took up the matter with their immediate

superior who was a

foreman. They were told to raise this issue in collectivebargaining with the help of

trade union leaders as it was a policy issue. The trade union

included this item in

their draft agenda but the collective bargaining committee

deleted this it saying that

this issue can be settled through grievance machinery as only

10 drivers out of

3000 of the cor oration are concerned with this issue.


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THE PROBLEMS

WAGE RELATED PROBLEM : The new hires demand a

pay equivalent tothat given to the existing employees as per the policy of the

company.

CLASSIFICATION OF PROBLEM: The employees are

not sure whether totake up the matter to the grievance committee or the collective

bargaining

committee. The collective bargaining committee has also

asked them to go to

the grievance committee only because only 10 out of the 3000

employees are

concerned.


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AMBIGUOUS TERMS OF THE AGREEMENT: Even

though the

agreement mentions that the pay scales of the drivers drawing

the scale of

Rs. 600 1200 will be fixed in the scale of Rs. 900 1600 ,

it says nothing

about the employees that will be hired in future for the samecategory of

drivers.


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QUESTIONS:

Ques 1. Who is correct? The personnel department or the

foreman or the

collective bargaining committee?Sol. We will have to first understand the view point of each

of the party:

1. The personnel department has fixed the pay in

accordance with theliteral interpretation of the agreement which states that pay

scales of

the drivers drawing the scale of Rs. 600 1200 will be fixed

in the

scale of Rs. 900 1600. Since the personnel department is

concerned

with the implementation of the wage policy it is, to some

extent, not at fault

Al h l h (C l


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Also , as per The Employment Exchanges (Compulsory

Notification

Act 1959) the organization must have advertised for the

vacancymentioning the eligibility as well as the pay scales. If it had

been done

so and the drivers knew about the wage before joining the

organization, then the drivers demands are unjustified.

2. The foreman based on his knowledge recommended the

drivers to go

to the union as the matter is concerned with the employee

welfare

related to the wages, an area in which he actually doesnt have

anauthorit


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3. The collective bargaining committee here showed a

rather narrow

approach towards the employee grievance. They deleted theissue

from their agenda only because the matter, right now

concerned only

10 employees. They failed to see the problem from a long termperspective since the problem shall remain there even if new

drivers

join the organization.

In our view, the foreman is indeed correct as the problem

arose mainly

because of the agreement.


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Ques 2. Where do you place this issue for redressal?

Ans. We would say that the issue should be taken to the

Grievancecommittee first. If the issue remains unsolved then it certainly

needs to be

resolved by the collective bargaining committee since the

agreement that

came into effect needs to be reviewed.

Ques 3. How do you redress this grievance?Ans. The problem if not solved through the Grievance

Committee would be

taken to the collective bargaining committee. The committee

can then try to

l th tt ith th t i d t th


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resolve the matter with the management in accordance to the

provision of the

arbitration that must have been incorporated in the agreement.

Another solution could be that for a period till the policy isnext reviewed i.e.

3 years the trade union could pay some amount to the drivers

out of their

own funds the provision of which is made under The TradeUnions Act 1926

sec. 15 and then after 3 years when the scales are revised the

trade union can

bring into light the ambiguities of the statement.

If the drivers or the union are still not satisfied with the

solution then the

matter could be taken to the conciliation board and then to the


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Any Query


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THANKS

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