GRIEVANCE MANAGEMENT

A GRIEVANCES.

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.

Factual: Arises when legitimate needs of employees remain unfulfilled. Eg: Improvement in working conditions promised but not implemented. Imaginary: Arises in mind of employees not based on any condition related to workplace but because of wrong perception of employees or wrong information given to them about the workplace conditions.

Disguised: Arises when employees may have dissatisfaction for reasons unknown to them. Most of the time, such reasons lie outside the workplace like family , friendship group or any other The first type of grievance requires appropriate handling while the latter two can be handled through factual communication & counselling respt...

CAUSES OF GRIEVANCEs

Wage rates & methods of payment. Poor relationship with the supervisor. Lack of opportunities for career growth. Improper rules & regulations. Work too hard or too easy to be interesting & motivating.

GRIEVANCE PROCESS
ARBITRATION

PERSONNEL MANAGEMENT

GRIEVANCE COMMITTEE

SENIOR REPRESENTATI VE MIDDLE-LEVEL REPRESENTATI VE JUNIOR REPRESENTATIV E

SECTIONAL HEAD

SUPERVISOR

AGGRIEVED EMPLOYEE

ARBITRATION

Arbitration is usually handled by either a single individual or a panel of three, consisting of a representative of labour , one of management, and an impartial third person. An arbitrator is an outside third party who is brought in to settle a dispute, and he or she has the authority to make a decision. The arbitrator may be hired for a particular case or may be appointed as a permanent official for the industry or the company and the union. Generally, the person may be acceptable to both union and management.

STEPS IN GRIEVANCE PROCEDURE

Step 1: