UNIT 1 1 5 GRIEVANCE FUNCTION IN INDUSTRIAL RELATIONS

Objectives
After going through this unit, you should be able to understand: the overview of the grievance fiinction in Industrial Relations; the grievance meclianism and how it is useful to tlie aggrieved eniployee;
e
0

the various approaches to grievance resolution; and the advantages and disadvantages of grievance handling procedure.

Structure
15.1 15.2
1 5.3

I~itroductioli Meaning and Content Grievaiice Mechanism: Its Nature Legal Framework Grievance Resolution: Approaches Formal Mechanism: Advantages G~.ieva~ice Procedure Grievance Redressal: Linkages Grievance Interview

15.4 15.5 15.6

1 5.7

1 5.8 1 5.9

of, and Pitfalls in, Grieua~lce Handling 15.10 Metl~odology 15.11 Reconlmel~dations of tIieNationa1 Comlnission on Labour
1 5.12 Summary

15.13 Self Assessment Questions 15.14 Further Readings

15.1

INTRODUCTION

Despite tlie best of management practices in acting and coii~m~micatil~g, conflicts between employees and tlie organisatioil will occur. Conflictper se is neither bad nor contrary to good organisation. Disagreelne~lts and dissatisfactions can be helpful in re-examining the basic assuinptions and practices to tlie end that adjustmerits can be made to improve overall organizational effectiveness. The first step in the resolution of conflict is the discovery of tlie conflict and its exposure. Elnployers can devise and put in place a variety of upward clial~nels of communicatio~~, and a properly constituted grievance procedure is one such valuable cliani~el through which elnployees call bring their dissatisfaction to the notice of be proactive in designing and management. It is desirable that orgallisations sl~ould putting ill place a fornlal grievance proced~i~.e, which allows elnployees to ventilate and seek redressal of work-related dissatisfaction. There is hardly any organisation where tlie einployees do not have grievances of one kind or another. The grievances lilay be real or inlaginary, valid or invalid, genuil~e or false; yet in all cases, grievances produce unhappiness, discontent, indifference, low morale and frustration, which may adversely affect the eii~ployees' con~mitment, concentration, efficiency and

Grievance Handling and Discipline

effectiveness.A large number of work stoppages, shop floor incidents, strikes, \/iolent and disorderly behaviour patterns can be attributed to the faulty handling of grievances by lnanagers or, in certain situations, to tlieir refusal to recognize the very existence of grievances. The costs of unattended or faultily handled grievances can be very high in terms of time lost, poor performance, damage to the plant and maclli~iery arising out of neglect or sabotage, e~nployee resentment, poor customer service, resistance to change, union-managemelit conflict and so on.
A well-defined, time-bound, in-house, grievance redressal ~nackiliery would go a long way in maintaining industrial peace and harmony apart froni heightelling elnployee colnlnitment and morale. Effectivegrievance administratioll helps lnanage~nellt to shift from purely preventive and maintenance needs to the growth and developlnelital needs of employees such as improving communication, job redesign, ilitegration wit11 corporate goals, fostering democratic and participative culture.

15.2

MEANING AND CONTENT

,
I

The definition of grievance can differ from organisation to orgaliisation and from one thinker to another. For the purpose ofpresent discussion and in the context of it can be broadly defined as "any discolitel~t or dissatisfaction, employment relatiol~s, whether expressed or not, whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even feels as unfair, u~ijust or predicates that the grievance: (a) can be inequitable."(Prof. Jucius). This defil~ition either silent or expressed by the en~ployee; (b) is written or unwritten; (c) is valid and baseless, and (d) nus st have something to do with legitimate or untrue or co~npletely tlie employment relationship. Keitlr Davis defines grievance as "any real or imagined has concerning his elnployluent feeling of personal injustice which an e~nployee relationsliip."Tlie coli~mon tliread in the above definitions is that tlie discolitellt can be if it is con~lected wit11 organisational policies and practices termed as grievance 0111~ affecting the elnployees in their work situation. Furlher, the expressions 'grievance redressal' and 'grievance resolution' presuppose that the elnployer lias the power and by nlaki~ig suitable adjustliie~its in the authority to resolve tlie employee' discol~te~it organizatiolial policies or practices. By the same token, any discolite~lt arising out of extra-mural, personal or family relations, which has notliing to do with the terms of elnployment, is clearly outside the scope of the grievance procedure. Whether or not an employee is aggrieved of an organisational decision is up to him, and not to the supervisor or ally other manager of the organisation. Managers should be alive and tlieir personal opinio~l about tlie sensitive to employee' discontent, notwithsta~iding validity of the discontent. They should watch for ~lnexpressed dissatisfactio~l and, if necessary, extend all support to individual elhployees to muster courage and express it.

15.3

GRIEVANCE MECHANISM : ITS NATURE

The above discussion testifies to the fact that management has an inalienable interest in e~lsuri~ig that the satisfaction level of e~nployees is maintained so that the organizational objectives, i.e., productioll of high quality goods or rendering of services to the community, are not imperiled. Even so, the process of grievance redressal is essentially employee-driven. Grievance mechanism gives an opportunity to the elnployee to bring his latent dissatisfaction to the surface and to give for~nal expressio~l to it. I 1 1 this sense, grievance mechanism performs avery valuable fi~lictio~l for the organisation by permitting e~nployees to express their problem and thereby relieving them of their tension and elnotiollal burden. Furtlier, it creates awareness and among employees about the arbitrary approaches adopted by a few n~anagers

helps in clialle~igi~ig their 'absolute' authority. Where managerial actions, wliich affect the working conditions or the conditions of service of employees, proceed on unfair lines, the eniployees liave an outlet in the form of grievance meclianis~nto bring tlie same to the notice oftop management. In organisations, wliicli are non-uniouised, it is is resolved. Tlie effectiveness of any , often tlie only process by which co~iflict grievance mechanism lias to be judged by the degree of satisfaction derived by elnployees rather than that of tlie management. The q ~ ~ a l iand t y success of grievance mecl~anisui~ procedure depends both on its process and outcome.

Grievance Function in Industrial Relations

Classification of Grievances
Grievances may fall into certain broad categories such as: a)
b)

about)ob specifications; Wages, incentives, work assignments, co~nplaints Interpretation of rilles, transfer, seniority, pro~notion; Worlting conditions, safety, lieallli and welfare amenities; Supervision, discipline, favouritism, victimisation, interpersonal relations; and Violation ofilie t e r m of collective agreements, unfair labour practices and wrongfi11 extraction ofworlt.

c) d) e)

Dissatisfaction - Complaint - Grievance

According to Pigors and Myers, the three terms 'dissatisfaction', 'complaint', and 'grievance' indicate the various forms and stages of e~nployee dissatisfaction. Dissatisfaction is ''anything tliat disturbs an e~nployee, whether or not he expresses his unrest in words." A complaint is a "spoken or written dissatisfaction, brought to the attention of the supervisor and the shop steward". A grievance is simply a "complaint tliat lias been ignored, overridden, or dismissed without due consideration." A is always expressed either verbally grievance in tlie colitext of a business organisatio~i or in writing. If the discontent remains unexpressed, it does not constitute grievance for tlie reason tliat tlie management cannot take note of SLICII subliminal processes, which are not ventilated. This does not mean tliat tlie management s h o ~ ~not l d be concer~ied at all witli ~~nexpressed discontent. Nevertlieless, the fact remains tliat in an orgariisational setting, such unexpressed grievances are not capable of being I~andled through the grievance procedure. Tlii~s, the grievance is more formal in character than a complaint. While a complaint can be either oral or written, a grievance is always in writing. Un-redressed, piled-up individual grievances may often assume the for111of industrial disputes, thereby attracting the provisions oftlie Industrial Disputes Act, 1947 or leading to a snap industrial action such as work stoppages, violence or disorderly beliaviour.

15.4

LEGAL FRAMEWORK

Sec. 9C of Industrial Disputes Act, 1947 (inserted in 1982), provides for the setting up of Grievance Settlement Authority in every establishment where 50 or more workmen are employed, for settlement of industrial disputes connected with individual workmen. In terms ofthe said section, where an industrial dispute connected with an individual workman arises, a workman or any trade union of workmen of which such workman is a member refer the dispute to tlie Grievance Settlenient Authority provided for by the employer. The Grievance settlement Autl'iority shall follow such within sucli period as may be prescribed. Tlie procedure and complete its proceedi~igs section also provides for referring tlie dispute to a Concilialion Board or a labour caul-t or an industrial tribunal, or to an Arbitrator, if the decision of the Grievance Settlement Authority is r ~ oacceptable t to any of tlie parties to tlie dispute. It is, however, important to note tliat this section has not been enforced so far.

15.5

GRIEVANCE RESOLUTION : APPROACHES

There can be many approaclles to grievance resolution as dictated by tlie policy, practices and the cultl~re of organisation. So~ne of these are concerned with such questions as indicated below:
the organisation.shouldhave a grievance mechanism at all? a) Wl~ether

Answer to this question depends upon the managerial style and managernent philosophy of each organisation. For instance, organisations, which believe in autocratic style of managing people, may not find it necessary or worthwliile to have a grievance mechanism, for they operate on the presumption that the management has exclusive right to manage its affairs as it deems fit and that, it is up to the e~nployees to accept tlie managernent philosopliy/policiesand stay within the organisatio~l or, in tlie alternative, quit. Ilowever, in organisations, which are progressive in their outlook and which, in addition, are unionized, it is quite likely that some form of grievance mechanism is in operation. b) Whether it slrould be formal/structured or free-wlieeling/informal? In the case oftlie former, the grievance procedure is formi~lated by the management in great detail indicating the steps involved, the timeframe for conin~unicating decisions at various levels, the persons/officials who will be dealing with the grievance at different stages, etc., whereas in the latter, no detailed procedure is prescribed, may air their excepting a circular from the management to the effect that e~nployees grievance, if any, before suiy officer oftheir choice wliicli will be loolced into. Between the formal and informal mechanisms, it seems the formal and structured one is preferable in the light of the fact that the grievance procedure is spelt out in clear and to all the employees. unambiguous terms and co~n~nunicated c) Single-level or mu1ti-level? This question is concer~led with tlie manner of disposing grievances. 'Single-level' redressal means that the grievance is disposed of at the stage at which it is first submitted without any further review by a superior officer. In other words, the becomes final and decision given by tlie autllority to whom it is first sub~nitted conclusive. I n the case of multi-level meclianism, the grievance, if not redressed at the first level, goes to tlie second and from there to the third and so on, and each succeeding level is of superiorjurisdiction to, and possesses greater organisational authority than, the preceding level. Between the two;the multi-level mechanism is advantageous both from tlie individuals' and organisational point ofview. From the individual's perspective, it gives a distinct advantage in getting the grievance examined by higher management. The grievance petition, as it moves from one level to the next higher level, acquires the character of an appeal over the decision of original authority. The grievance thi~s, gets the benefit of his grievance being exanii~led by senior managers who, by virtue of their long experience and organisational position, are generally capable of bestowing their best attention to tlie problem objectively and dispassionately. From the organisational perspective too, the multi-tier system is preferable as quite a large number of individual grievances are likely to have policy, legal, overtones, and a decision thereon calls for an overall view of and sometin~es organisational policy and its wider implications, which cannot be expected from a shop siipervisor. d) Whether unilateral or participative? 'Unilateral' approach to grievance redressal necessarily implies that the redressal process is management-drivenand its decisions are not open to scrutiny by tile

represelitatives of employees. On the other hand, a participative or bilateral mechanism ensures that the union representatives participate in the redressal process jointly witli tlie management. Apart from this, participative niechanisms ensure openness in handling grievances and have an immense educative value in so far as the are in a better position to understand tlie long-term representatives ofe~nployees policy and/or legal implications of redressing individual grievances in certain situations. Between the two, participative meclianisrn is definitely superior as it reflects transparency in tlie redressal process. e) Whether time-bouncl o r open-ended? Indiviclual grievances, as has already been discussed in the precedi~lg paragraphs, have far. 1.eac1iingconsequences fiom the standpoint of e~nployee motivation and performance. It is, therefore, essential that grievances be redressed as quickly as possible. Viewed i n tliis light, an open-ended grievance procedure is likely to delay tlie process of grievance redressal witli tlie result the dissatisfaction remains alive during tlie entire period affecting eniployee performance. This is certainly not in the best A formal grievance mechanism should prescribe interests of the organisatio~i. reasonable time limit for each stage by whicli a decision has to be given to the be referred to the next stage. grievant, failing which the matter sliould auto~natically
F) Wlletller bipartite o r Tri-partite?

Grievance Function in Industrial Relations

depends to some extent 011tlie legal framework oftliecountry. Answer to this qi~cstion Section 9C ofthe Industrial Disputes Act, 1947 (which has not yet come into force) provides for ~aeferring unresolved grievances for co~iciliation, arbitration or ad.judication. Both the measures have their own advantages and disadvantages. operates at a much faster pace than the tripartite one. Bipartite redressal meclianis~n This is because tlie process of adjudication or arbitration is necessarily slow and cumbersome, and the issue may take years before it is finally decided one way or the other. I-Iowever, etnployees in general prefer third party intervention 011 the score that an outsider is more ob-jectiveand dispassionate than an insider.

15.6

FORMAL MECHANISM : ADVANTAGES

A formal mechanism of grievance redressal has several advantages. First, it spells out rules ofthe galiie clearly and in unequivocal terms. It tells tlie employees as to whom to approach, when and how to approacli, should they have grievances. Secondly, it serves tlie important function ol'establishing an individual-driven upward cliannels operate as effective survey communication cliannel. Upward co~n~ni~~iication meclianis~ns and give vali~able feedback to management on the perceptions of employees about organisational policies and practices, fairness or tlie lack of it. As a necessary corollary, it helps tlie tna~iage~nent in reviewing its policies and practices Thirdly, a formal ineclianism infuses a sense of and to make necessary aclji~st~nents. to "let tlie steal11 off'. courage in the employees to speak out. It helps the e~nployees Fourthly, tlie time boundaries prescribed for each stage of redressal process propel the ~nanagerial personnel to ward off their lethargy and ensure prompt action. Fifthly, a fornlal mechanism operates as a valuable tool in the liands ofthe top management for evali~ating tlie problem-solving and decision-making skills of managers. By tlie same token, it provides valuable inputs to tlie management for assessing the training needs ofmanagers. Sixtlily, it insures employees against arbitrary and biased actions of ind ividua I managers. Seventh ly, A formal mec11anis111,whicli provides for inclusion of sllop stewards and union representatives at different stages of redressal process, fosters participative ci~lture.Alongside, it creates awareness among union leaders and an ~lnderstanding of the organisational problelns and the policy itnplications of

Grievance M;indling i~nrl Discipline

clecisions affecting individual employees. Lastly, it prolnotes goodwill and a sense of having been heard, even when tlie grievance has not been redressed to tlie fill1 satisfaction ofthe e~nployee, and t11~1s minimizes employee' resistance. In this sense, it serves tlie vital purpose of building positive attitudes among employees towards work, processes, people and the organisation.

15.7

GRIEVANCE PROCEDURE

The Code of discipline, adopted in the 16th session ofthe Indian Labour Conference, Iliglilighted the need for a model grievance procedure as under: a)
b)

The aggrieved e~nployee to present grievance verbally in person to the ofticer designated for this purpose, who shall give an answer within 48 hours. Iftlie ernployee is not satisfied with the decision, he can, accompanied by a ~ ~ n i o n representative, present the grievance in writing to the liead of the department, who shall settle it within 3 days. Iftlie worl<manis still dissatisfied, he may request tlie departmental head to refer tlie matter to the grievance committee, which normally consists of equal representatives of management and the union. The grievance com~nittee shall submit its recom~nendations to the manager concerned witliin 7 days of receipt of the grievance. Unanimous recommendations shall be straight away implemented by the management. In any case, the decision sliould be is communicated to the e~nployee by the personnel officer within 3 days ofthe receipt of the recommendations oftlie grievance committee. Ifdissatisfied with the decision, tlie employee has a right of appeal to the higl~er tier of management for.revision. A decision on the appeal should be communicated within 7 days. If sl.ill not satisfied with thebecision, the union may ask for voluntary arbitration in the matter.

C)

d)

e)

Principles Governing a Good Grievance Procedure

An icleal grievance procedure s11ouId rest on tlie following principles: a) b) c)
d)

It sliould be prompt, well-defined, simple and time-bound. It should encourage employees to ventilate grievances without any inlii bition, howsoever minor or imaginary they may be. It should facilitate settlement at tlie lowest rung of the ladder as far as practicable. It should be in conformity with tlie existing legislatio~l. It should pertnit active involvement of ~ ~ n i at o ntlie stage of for~nulating the grievance procedure and also in its implementation. It sliould gain tlie confidence ofemployees at large. It sliould promote a healthy industrial relations climate.

e) f) g)

Procedure to Handle Grievances

a) b) c) d) Receive and define the problem precisely. Identify the nature of dissatisfactioll in its integrated whole. Get the facts and ensure that the facts represent the real, picture in objective terms. Alialyse the facts. Look for precedents, if any, set in the matter.

e)
f)

Loolt for organizational implications ofthe likely solution. Talte a decision; malte sure that the solution does not trigger problems elsewhere within the organisation. Apply the answer to the case at hand. Commilnicate the resii It. Follow LIPto evaluate the impact of the redressal decision on the morale ofthe aggrieved woslter as well as on other e~nployees of the orgallisatioil.

Grievance Function in Industrial Relations

g) 11)
i)

Activity A

What are the ma-jordeterminants of grievances? How can you manage grievances in organisational settings?

Advantages of a Good Grievance Procedure

A well-planned and administered grievance procedure has the following advantages: a) b) c) d) e)
f)

It offers an oppol-tunity to employees to process their grievances in a dignified manner. It satisfies the elnployees' need of self-expression. It improves man-management skills of managers at the various hierarchical levels by building LIPmature behaviour. relations It helps management to locate problem areas in the union-manageme~lt and to anticipate union demands. It strengthens ilnion fi~nctioning and fosters,understandi~lg between the parties that facilitates negotiation. It gives an inclication as to the genel-a1level of employees' morale, their attitudes and tlle kind of proble~ns they face in the work situation. toward the ~nallagelnerlt It enables the management to ~~nderstand the proble~ns ofthe worltforce and worlcplace, and llelps in initiating'tilnely corrective action.

Role of Personnel Department

The role of personnel department should be: a) b) c) d) e)
f)

To devise a sound grievance procedure whicli could serve as an effective upward coln~nu~iicatio~l challnel; To advise line lna~iagers about the importance of a sound grievance llalldli~ig system and its impleme~bation; To train the supervisory personnel in interviewing and cou~lselling skills; the decisions taken by the grievance corninittee,and to To implement pro~nptly maintain effective and close liaison with all concerned; records oftlle activities of the grievance co~nmittee such as the To ~naintain details of meetings held, actions taken and implemented; To review the procedure and, ifnecessary, to nlodify the existing procedure to suit the changing circumstances; and To follow LIPindividr~al cases of grievances settled and identify their effect on the e~nployees concerned as well as on other e~nployees of the organisation.

g)

Grievance Handling and Discipline

15.8

GRIEVANCE REDRESSAL :LINKAGES

Grievance handling is essentially a 'problem-solving' exercise. A typical problenl solving process involves the following steps: i) Identify and define the problem; separate the cause from symptonls The first step in tlle problem-solving exercise is to identify tlle problem. It so llappe~is that in no st cases we mistake symptoms for causes and deal with the problem, which can prove very costly. A simple example is 'I~eadache',which actually is not tlle problem but only outward sy~nptolll ofsome ail~nent that is subtler and invisible and, whicll lies much deeper within the organism. Taking a paiukiller may give n te~llporary relief to the patient, but tlle underlying cause remains alive, only to re-appear later in the f o m of another symptom. It is, therefore, essential to separate the sympto~ns and loolc beyond for the ~~nderlying causes and define them in clear terms. ii) Collect factoal data and analyse it Once the real and ~~nderlyi~lgcause is identified, gatllerfactual information relating to tlie subject matter of grievance. For example, in a grievance relating to the ''~lnfair and discri~ni~latory bypassing of someone's seniority in the matter of promotion", it is ~ (a) what does tlie promotion necessary to collect all tlie relevant information, S L I Cas, policy say in matters of pro~notio~l from the grade to which the grievant belongs; (b) are pl*o~notions based exclusively on seniority or are they based exclusively on merit or are they based on both seniority and merit; if so in what proportion; (c) if they are based exclusively on seniority, are there any other criteria that are taken into consideration along with seniority, i.e., attendance, general discipline, lack of adverse remarks, etc., (d) if, on tlie other hand, they are based exclusively on merit, what are the components that constitute 'merit', i.e., is it past and preseilt performance in the presentjob or is it the potential to take LIPhigher responsibilities; if so, how ancl i n what lnallner tlle potential is determined; (e) what are the credentials ofthe employee(s), who were alleged to have been pro~noted over the head of the grievant; (f) in what manner was the merit, iftllat was the sole criterion, assessed; what were wjlether the grievant was given an opportunity to appear for the the tests adn~inistered; test along with others; if so, what was tlie level of his performance in the test relative to others, who secured the promotion; etc. iii) Generate alternatives and weigh them in terms of their effectiveness Problem solving is a creative exercise and calls for ability to think laterally. Once the data analysis is complete, the next step is to generate as Inally alternatives as possible with a view to find out a solution to the problem at hand. It is possible that some of the alternatives may be inconsistent with the orga~~isational policy or otherwise impractical or may even be against the legal framework, if any, gove~ning tlie issue. first be excluded from further consideration. The next step is Such alternatives sl~ould to weigh the remaining alternatives with one another in terms of their feasibility and effectiveness in the given situation. Care should be taken to ensure that the choice of a pai-ticular alternative should not kick off fresli problems. iv) Decide, communicate and follow-up The last step consists of choosing the best available alternative out of the many generated, arriving at a decision and communicating the same. It is important to note that all grievances need not necessarily be regolved in favour ofthe aggrieved workman. It is also possible that certain actions taken in the past, tliough er~.oneously, cannot be rolled back. Fo~.exanlple, an erroneous promotion given to X in preference back cannot be revoked as it would give rise to a different set of over Ysome montl~s

proble~ns involvil~g X. 1 1 1such a situation, the maliagement ]nay give all assurallce to Y that liis case will be favourably considered next time, but it cannot revert Xand promote Y i n Ilis place, because ofcertain legal and other implications. Where tlie grievalice Ilas been resolved in favour of tlie grievant, irnplen~ent the decision and follow it up.

Grievance Function in Industrial Relations

15.9

GRIEVANCE INTERVIEW

Grievance resolution may quite oftell involve a persol~al interview with tlie aggrieved employee. GI-ievance interview serves several purposes as, for instance, bringing tlie coricealed feelings to tlie surface, narrowing down tlie issues and making tlie probleln more explicit and clear. It also lielps in getting confirmation from tlie employee tliat tlie interpretation placed by the supervisor on tlie true nature of grievance is correct and helps liim i l l dealing with tlie grievance application in tlie riglit perspective. and unstructured i.e., it is employee-driven Typically, grievance interview is inforn~al and is situation-specific. It is non-directive and freewheeling in so far as tlie employee l to say whatever lie feels about tlie real 01-perceived illjustice done to lias f ~ l l freedom liim, while tlie supervisor (interviewer) plays tlie role ofan 'active listener'. It is important to see that tlie interview setting ensures absolute privacy and is free 1i.on-1 interruption,
-

15.10
a)

METHODOLOGY OF, AND PITFALLS IN, GRIEVANCE HANDLING

grievances. The problem lias to be Vagueness sliould be avoided while I~andling defined properly arid in precise terms, as otherwise, the n~anagement lnay liave to solve tlie same problem over and over again witli no fiuality. Careful, attentive listening is an esselltial feature of grievance handling. More specifically, where a grievance interview is lield, tlie supervisor should be able to listen projectively, i.e., lie sliould be able to grasp (a) tlie direction in wliicli tlie !nay probably grievant is proceeding, (b) what is deep down in liis mind, (c)'wl~at come next; and (d) in wlid manner, tone and tenor the grievant is likely to tliat grievance express it, as the intervicw progresses. It is essential to renie~nber interview and tlie aggrieved eliiployee has to do most interview is an ~~nstr~lctured of the talking. It is equally essential that the interviewer sliould not express liis opinion on any aspect of LIle grievance before tlie grievant lias colnpleted liis part o the principle, ''withhold evaluation illitil of tliejob. He sliouIc1 strictly adhere L comprelie~~sion is colnplete." The interviewer sliould constantly display enlpatlly towards tlie grievant throughout tlie interview process. A great deal of skill in iiilerviewing and counselling, and a prove11 ability to hold conferences and discussions are called for. Facts should be separated fro111opi~iio~is and impressions. Si~nilarly, the person (grievant) slioi~ld also be separated fro111tlie problem, wliicli mealis tliat tliose illcharge of handling grievance sliould not liave any pre-conceived 11otionsabout tlie grievance oli tlie basis ofwlio tlie grievant is. Tliis calls for total objectivity on tlie part of tlie supervisor. Tlie facts should be carefully analysed and evaluated before arriving at some decision. There can be more than one possible solution. Tlie managen~ent representative sliould be aware that the decision taken on a seemingly simple grievance of 1111 individual employee lniglit liave organisation-wide repercussions and set a precedent, wl~icli can~iot be departed from later. A wrong decision may have to be lived with in other cases also in

b)

c)

d)

Crieva~iccllandlir~g nncl Discipline

e)

f)

fi~ture. Sometimes tlie decisions lnay lead to serious conflicts of dysfi~nctio~ial nature among individuals, groups and departme~its. These possibilities call for a individual holistic perspective on the part oftlie managers while Iiandli~ig grievances. An answer sliould be co~nmunicated to the e~nployee within the prescribed time limit, wlietlier it is favourable or adverse to him. People dislike procrastination, and liave no respect for supervisors and managers who are incapable of talting a stand - be it for or against. There sliould be aconsistent policy as to who sliould co~ii~i~i~nicate tlie grievance redressal decisions to the employee. The same functionary slioulcl commu~iicate all tlie decisions, good or bad, to tlie grievants. It sliould be ensured that, as far as practicable, decisions are talten at the lowest level oftlie grievance ladder, i.e., the front-line supervisor. 'rliis will help in build ihg better rapport between employees and ilie superviso~y personnel and will enhance the &era11 efficacy of supervision. However, all grievances are not simple either in their content or implications. Tlii~s, where tlie redressal o f a given grievance is Iiltely to liave policy and/or legal ilnplications for tlie level or even organisation, tlie matter has to be settled at tlie grievance co~umittee at a much higher level. Tlie ob-jectofgrievance procedure is to resolve disagreement between tlie employee and organisatioli.Discussion and conference naturally form tlie important elements oftlie process. Follow-up is necessary to determine whether tlie grievance, as perceived by tlie employee, has been resolved to tlie satisfaction oftlie aggrieved. If it reveals that then tlie management nlay liave to the grievance was handled i~nsatisfactorily, review and redefine the problem and find a solution afresh.

g)

1 1 )

i)

15.11

RECOMMENDATIONS OF THE NATIONAL COMMISSION ON LABOUR

The National Commission on Labour lias given astatiltory backing for tlie flexible, less formulation of an effective grievance procedure which sliou Id be si~iiple, tlie lines of the present Model Grievance Procedure. cumbersome, and more or less 01.1 io the It sliould be time bound and have a limited number of steps, say approacl~ head, and thereafter a reference to the "Grievance supervisor, then to tlie depalt~nental Co~n~nittee" consisting of management and union representatives. It should be made applicable to only those i111itswliicli employ more than 100 worlters. E~nploy~nent Tlie right to redress grievances is provided for under tlie I~idustrial (Standing Orders) Act, 1946 and tlie Rules framed thereunder. Tlie Industrial Disputes (Amend~nent) Act, 1982 lias provided for a reference of certain i~~dividual disputes to grievance of certain individual disputes to grievance settlement authorities. Section 9C of the Act stipulates that in every establishment in which one hundred or more w o r k ~ n are e~~ e~llployed or have bee11e~uployed on any day in the preceding twelve months, tlie employer sliall set LIPa time-bound grievance has not come into force. redressal procedure. However, this particular provisio~~ A grievance procedure, whether formal or informal, statutory or voluntary, lias to to the individual worker; a resonable ensure that it gives a selise of satisfactio~~ of participatio~~ to tlie unions. exercise of authority of the manager and an opportu~iity Tl~e introductio~l of unions in the grievance procedure is necessary because i~lti~nately it is the union tliat is answerable to its ~ilembers. It is also i~nportant that any procedure, to be effective, should be simple and have a provision for at least one appeal.

A basic ingredient of the procedure should be tliat tlie total riu~nber of steps involved should be limited; not more than four are generally envisaged even in tlie largest units. A grievance procedure should normally provide for three steps, namely: (a) approach to tlie immediate s~~pervisor; (b) appeal to tlie depaltliient Iieadlmanager; and (c) appeal to tlie bipartite grievance co~nmittee representing management and tlie The constitution oftlie colnlnittee should have a provision tliat in recognised ~111ion. case no ~lnanimous decision is possible, tlie unsettled grievance may be referred to an arbitrator.
Activity B

Grievance Function in Industrial Relations

What is a grievance? What are its causes and symptoms? Describe briefly grievance . or any organisation you are handling procedure being followed in ~ O L I Iorganisation familiar with.

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SUMMARY

The rate and n~lmber of grievances presented by employees can have several implicatiotis fostlie organisation. A liigli incidence of grievances may indicate tliat there is a liigli degree of eli~ployee confidence OR, alternatively, it lnay also pinpoint and the fact tliat tlie personnel and 1-lR practices oftlie organisation are ~~nprofessional primitive giving rise to problems in several aspects of employment relationship. Conversely, a low incidence of grievances lnay indicate one ofthe two things: eil her professional approach to personnel atid HR management coupled with fairness on tlie past of tlie management, OR, alte~.natively, a lack of confidence in tlie system on tlie part of employees in general. A formal, time-bouncl, pal-ticipative grievance meclianisln will be of iliiliielise llelp to employers in monitoring the perceptions of eliiployees about the organisational policies and practices. It serves as a mechanism of eliiployee feedback ofthe Inanagerial decision malting process in matters which affect their work life, Prompt will be tlie building block ofemployee and timely redressal of grievances, in t~lni, conficlence in tlie organisatiolial processes and contribute to tlie development of and satisfaction among employees in general. positive attit~ldes

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I)
2)

SELF-ASSESSMENT QUESTIONS

3)

How do you cletilie a grievance? What is tlie role of personnel department it1 grievance handling? What are tlie advantages of a formal lneclialiisln of grievance redressal procedure? Explain. Explain various approaches of grievance resolution, in your opinion which approach is most effective and why?

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FURTHER READINGS

Michael J. Jucius ( I 963 j, Personnel Manugcment, 5'11ed,, Richard D. Irwin, Inc. Homewood, 111. Ed Rose (200 I), E1nploy177entRelations, Preritice Hall. Governnient of India (1 969), The Report o f the National Commission on Labour.