HUMAN RESOURCE MANAGEMENT II

CHAPTER 12: GRIEVANCES AND

DISCIPLINE

CHAPTER 12
GRIEVANCE PROCEDURE: MEANING

The concept grievance has been defined in

several ways by different authorities
Jucius has defined grievance as any
discontent or dissatisfaction, whether exposed
or not, whether valid or not, arising out of
anything connected with the company which an
employee thinks, believes or even feels to be
unfair, unjust or inequitable.
A grievance is usually more formal in character
than a complaint

CHAPTER 12
GRIEVANCE PROCEDURE: NEED

It serves as a check on arbitrary actions of the

management
It serves as an outlet for employee gripes,
discontent and frustrations
Most grievances seriously disturb the employees.
This may affect their morale
It is not possible that all the complaints of the
employees would be settled by first-time
supervisors, may be either for lack of training or
authority or both. There may be personality
conflicts and other causes as well

CHAPTER 12
CAUSES OF GRIEVANCES

Demands for individual wage adjustments

Complaints about the incentive system

Complaints about the job classifications

Fines

Victimization

CHAPTER 12
PRE-REQUISITES OF A GRIEVANCE
PROCEDURE
Conformity with prevailing legislation
Clarity
Simplicity
Promptness
Training
Follow-up

CHAPTER 12
DISCIPLINARY PROCEDURE: NEED FOR
DISCIPLINARY MEASURES
It enables team work
Prevents anarchy
Just and equal treatment to all employees
Efficient two-way communication
Encourages cooperation
Builds team pride

CHAPTER 12
DISCIPLINARY PROCEDURE: MEANING AND DEFINITION

Discipline refers to a condition or attitude prevailing among the

employees, with respect to rules and regulations of an
organization.It enables team work

Websters dictionary gives three meanings of the word Discipline:

It is training that corrects, moulds, strengthens or perfects

It is control gained by enforcing obedience and
It is punishment or chastisement

CHAPTER 12

OBJECTIVES
To obtain a willing acceptance of the rules, regulations
and procedures of an organization so that
organizational goals may be attained
To give and seek direction and responsibility
To increase the working efficiency and morale of the
employees so that their productivity is stepped up and
the cost of production improved
To create an atmosphere of respect
To increase the working efficiency
To develop among the employees a spirit of tolerance

CHAPTER 12
THE RED HOT STOVE RULE
This rule named by Douglas McGregor,
draws an analogy between touching a hot
stove and undergoing disciplineThe burn is immediate
He had a warning. When the stove was red
hot, he knew what would happen if he touched
it
The effect is consistent
The effect is impersonal

CHAPTER 12
MAIN CAUSES OF INDISCIPLINE
The divide and rule policy of the management
Lack of properly drawn rules and regulations
Defective supervision

CHAPTER 12
DISCIPLINARY PROCEDURE

Issuing a letter of charge to the employee calling upon him for

explanation

Consideration of the Explanation

Show-cause notice

Holding of a Full-fledged Enquiry

Considering the enquiry proceedings and finding and making final order

of punishment
Follow-up

CHAPTER 12
TYPES OF PUNISHMENT

Oral Warnings
Written warnings
Loss of Privileges and Fines
Punitive Suspension
Withholding of increments
Demotion
Termination