Employee Grievances and

Disciplinary Actions
Submitted To:-
Miss Kanika Sofat Submitted By:-
( Dept. of Mgt.) Robin (107)
Vishal (117)
Ramsoni (101)
Vishesh (118)
 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.
EMPLOYEE GRIEVANCE
 CAUSES
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.
 CAUSES
4. Work Group
 Employee is unable to adjust with his colleagues, suffers from feelings of
neglect, 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.
 Handling 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 aggrieved
worker. 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.
Handling Grievances Effectively
 GRIEVANCE PROCEDURE

Stage –I At Supervisory level

Stage –II At HOD level

Stage –III At Management level

PRINCIPLE 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.
 DISCIPLINARY ACTION

Who is Disciplinary Authority?

 The Manager
 Person Authorized by the Board
 DISCIPLINARY ACTION
What 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
 Preliminary Enquiry

 Who will conduct Preliminary Enquiry?

 Where it is to be conducted?
 How it is to be conducted?
 Enquiry Report
 Domestic 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
 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.
 CASE SUMMARY

This case is related to The Andhra Pradesh State

Road 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 corporation
has both the grievance machinery and the collective
bargaining machinery to
resolve employee problems.
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 that
rout at a pay scale of Rs. 600 -
1200.
When these drivers demanded the increased pay scale they
were refused and told
that only the drivers drawing the pay scale of Rs. 600 – 1200
were 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 collective
bargaining 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 corporation are concerned with this issue.
 THE PROBLEMS

 WAGE RELATED PROBLEM : The new hires demand a

pay equivalent to
that given to the existing employees as per the policy of the
company.
 CLASSIFICATION OF PROBLEM: The employees are
not sure whether to
take 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.
 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 same
category of
drivers.
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 the
literal 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
Also , as per The Employment Exchanges (Compulsory
Notification
Act 1959) the organization must have advertised for the
vacancy
mentioning 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 doesn’t have
an
authority
3. The collective bargaining committee here showed a
rather narrow
approach towards the employee’ grievance. They deleted the
issue
from their agenda only because the matter, right now
concerned only
10 employees. They failed to see the problem from a long term
perspective 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.
Ques 2. Where do you place this issue for redressal?
Ans. We would say that the issue should be taken to the
Grievance
committee 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
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 is
next 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 Trade
Unions 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
Any Query
THANKS