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Employee Grievances and Disciplinary Actions

According to Michael Jucius, A grievance can be any discontent or dissatisfaction, whether expressed or not, whether valid or not, and arising out of anything connected with the company that an employee thinks, believes, or even feels as unfair, unjust, or inequitable.

EMPLOYEE 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.

FORMS OF GRIEVANCES
Factual
Imaginary Disguised

CAUSES
1. Economic 2. 3. 4. Work Environment Supervision Work Group

5. Miscellaneous

EFFECT
If grievances are not identified and redressed properly, they may adversely affect the workers, managers and the organisation.

Production Employees

Managers

GRIEVANCE PROCEDURE
It is a formal channel of communication used to resolve grievances. Having a formal grievance procedure has its own advantages. Workers get a wonderful opportunity to ventilate their feelings. Management can go back to the roots of a problem quickly. Supervisors, too, have to fall in line and listen to workers complaints more seriously. A fair redressal mechanism would boost the morale of all employees greatly.

MODEL GRIEVANCE PROCEDURE


The model grievance procedure suggested by the National Commission on Labour involves six successive time-bound steps each leading to the next, in case employees have any reason to complain against any issue affecting their organisational lives.

MODEL GRIEVANCE PROCEDURE


Procedure Appeal against within a week Manager Grievance Committee HOD Supervisor Foreman Worker 3 days 7 days unanimous 3 days 48 hours Time Frame

GRIEVANCE PROCEDURE IN TATA (IRON AND STEEL) COMPANY

STEPS IN THE GRIEVANCE PROCEDURE


Identify grievances

Define correctly

Collect data

Analyse and solve

GUIDELINES FOR HANDLING GRIEVANCES


Treat each case as important Talk to the employee directly Handle each case within a time frame

Control your emotions


Maintain proper records

DISCIPLINE
In a restricted sense, it is the act of imposing penalties for wrong behaviour (negative); broadly speaking, it is a condition of orderliness, where employees willingly practice self control and respect organisational rules and codes of conduct (positive).

DISCIPLINE :THREE INTERPRETATION

Negative Discipline Positive Discipline Self Discipline and Control

CAUSES OF INDISCIPINE

Absence of effective leadership Unfair management practices Communication barriers Non-uniform disciplinary action Divide and rule policies Inadequate attention to personnel problems

DISPLINARY ACTION

Issuing a letter of charge. Consideration of explanation. Show-cause notice. Holding of a full-fledged enquiry. Making a final order of punishment. Follow up.

PUNISHMENT
Depending on the gravity of misconduct, management may initiate the punitive actions against the employee who is found guilty.

SUSPENSION
Suspension means prohibiting an employee from attending work, preventing him from discharging the duties assigned to him and withholding the wages payable to him.

DISMISSAL AND DISCHARGE

Dismissal may take place if the employer terminates the contract of employment, or if a fixed contract of employment expires. Relieving from all the responsibilities given to a person on the job and one he/she resigns from the duties, the charge (work) is given to someone else in the Organisation.

ESSENTIALS OF A GOOD DISCIPLINARY SYSTEM

Rules and performance criteria Documentation of facts Consistent response to rule violations

Training of supervisors
Impersonal discipline

Reasonable penalty

TOOLS FOR GRIEVANCE HANDLING

Open Door Policy Suggestion Scheme

CONCLUSION

THANK YOU

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