PRESENTATION ON

EMPLOYEE GRIVANCES AND

REDRESSAL
&
DISCIPLINE

BY : SHANAVAS B
PANIKKAR ANISH GOPAL

12/7/21 1
 DEFINITION
• A grievance is any discontent or
dissatisfaction , whether expressed 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.

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 • International Labour organisation defines a
grievance “as a complaint of one or more
workers in respect of
wages,allowances,conditions of work and
interpretation of service stipulations ,covering
such areas as overtime,leave,
transfer,promotion,seniority,job assignment
and termination of service”

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 • FLIPPO says ‘’ The grievance is usually more
formal in character than a complaint. It can be
valid or ridiculous,and must grow out of
something connected with company operations
or policy. It must involve an interpretation or
applications of the provisions of the labour
contract’’

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ON THE ANALYSYS OF VARIOUS DEFINITION
IT MAY BE CONCLUDED THAT
• Grievance is word which covers dissatisfaction and
which has one or more characteristics
(A) It may be unvoiced or expressly stated by an
employee
(B) It may be written or verbal
(C) It may be valid &legitimate, untrue or completely
false or ridiculous
(D)It may arise out of something connected with the
Organisation or work
o An employee feels that an injustice has been done to
him
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 Distinguish between complaint and
Grievance
• Dissatisfaction is any state or feeling of
dissatisfaction which is orally made employee
to one employee to another employee is
known as complaint, a complaint become a
grievance when this dissatisfaction,which is
mostly related to work,is brought to the notice
of the management

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 Causes of grievances

Grievances resulting from

• working conditions

• management policy

• personal maladjustment

• Violation of rules, agreement ,laws

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 Grievances resulting from working
conditions

1. Improper matching of the worker with the job.

2. Changes in schedules or procedures.

3. Non-availability of proper tools, machines and

equipment for doing the job.

4. Unreasonably high production standards.

5. Poor working conditions.

6. Bad employer – employee relationship, etc.
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 Grievances resulting from management
policy
1. Wage payment and job rates.
2. Leave.
3. Overtime.
4. Seniority and Promotional.
5. Transfer.
6. Disciplinary action.
7. Lack of employee development plan.
8. Lack of role clarity.
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 Grievances resulting from personal
maladjustment

• Over – ambition.

• Excessive self-esteem or what we better

know as ego.

• Impractical attitude to life etc.

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 Grievances resulting form violation of

• Collective bargaining agreement

• Central and state laws

• Past practice

• Company rules

• Management’s responsibility

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 Identification of grievances
For adopting proactive approach to grievance
management it is essential to identify the nature
of grievances and the underlying factors. The
management can go through four methods for
identifying grievances.
• Exit interview
• Gripe box system
• Opinion surveys
• Open-door policy
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 EXIT INTERVIEW

• Exit interview, if conducted properly, elicits

important information about the various
aspects of the organizational relevant to
employees. Such information is more valuable
than the information elicited by the existing
employees as they may not be frank enough
to express themselves fully.

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 Opinion surveys
• Opinion surveys, conducted periodically on
the employee-related issues, provide relevant
information about the state of grievances
among them. These surveys encouraged the
employees to express their views more openly
as these are conducted by persons who are
not the supervisors of the employees.

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 Open-door policy
• This implies that the employees are invited to
discuss their problems freely and frankly at
any time or drop their complaints to the
relevant managers room at anytime.

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 Gripe box system
• On the pattern of suggestion box system the
management use gripe box system to collect
information about the grievances from the
employees

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 Grievance procedure
• ‘The grievance procedure is a problem-solving
,dispute-setting machinery which has been set
up following an agreement to that effect
between labour and management. It is the
means by which a trade union or an employee
makes and processes is claim that there has
been a violation of the labour agreement by
the company.’

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 Steps in grievance procedure
Step-ladder procedure
Filling of
written
grievance
Supervisor of
Foreman
Head of
Department
Joint grievance
Committee

Chief Executive

Voluntary
Arbitration

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SETTLEMENT 18
Grievance handling in Indian industries
• Voluntary grievance Procedure- Code of discipline
adopted by the 16th Session of the Indian Conference
in 1958
• Steps various depends on size of the organization
• In many small Org: no systematic procedure
• Union representatives play major role
• Usually in medium and big sized units follow
following type of procedure
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 Arbitration

Top Top Union

Management Leaders

Middle Middle level

Management Union Leaders

Front line Union

Supervisor Representative

Aggrieved
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employee 20
 example
• Problem
There is a
disagreement between A Senior Accountant and
the Financial Manager in ABC Ltd. Senior
accountant has to complete his project by the end
of march 31. But due to his unexpected health
problem he was not able to complete his task He
suggested his Junior officer to complete this task
but financial manager did not accept this.

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 Step ladder procedure
• He presents his grievance in writing to the
Head of the finance department. But he is not
satisfied with the decision of the Head of the
department.
• Then he approaches to the Joint Grievance
Committee. He also produced his medical
certificates. But the committee was not
satisfied with the Junior Accountant and they
reject his request.
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Cont….
• Since the committee failed to redress his
grievance it was referred to the chief
executive. The chief executive grant him leave
and decided to appoint The senior accountant
who had retired before five months from ABC
Ltd to complete the project in time.

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 Features of good grievance procedure

A good grievance procedure is one which meets

its objective of grievance Redressal within the
least possible time and least possible cost,
financial and psychological.
• Conformity to Legal Provision:- Grievance
procedure is developed either by the
management on its own or with consultation of
employees. There are various legal provisions to
take care of employer-employee relationship
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• Simplicity:- The procedure should be a simple
one which is easily understandable by
employees.
• Promptness:- This is the most essential
feature of an effective grievance procedure. As
far as possible, the grievances should be
settled at the first level.
• Aceptability; grievance procedure to be
effective,must be acceptable to both
management and employee and their union

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 Discipline

No man ever grows until he is disciplined

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 Discipline
• It is the force that prompts individuals or
group of individuals to observe rules &
regulations which are deemed to be neccesary
for attainment of Goals - Dr Spriegel

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 Causes of Indiscipline
• 1.Ineffective leadership
• 2.lack of Promotional oppurtunities
• 3.uninteresting works
• 4.Defective communication system
• 5.Drunkeness & family problems
• 6.Excessive work pressure
• 7.unfair management practises.

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 Types of discipline
• Positive discipline:-Subordinates willingly
abide by the rules.

• Negative discipline :- management has to

exert pressure by imposing penalties on wrong
doers.

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 Essentials of a good disciplinary system :-

• 1.knowlege of rules :-
Instuctions must be clear & understandable.It is
common sense that employee will obey rules
when he understands it.

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 Essentials of a good disciplinary system :-

• 2.Prompt action :-
All violations big or small should promptly
enquired into.

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 Essentials of a good disciplinary system :-

• 3.Fair action :-
a. All violations big or small should be duly
punished
b. All individuals big or small should receive
equal punishment.
c. Discipline should be uniformly enforced at all
times.

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 Essentials of a good disciplinary system :-

• d.Alleged violation should be duly enquired

into
• e.The employee should always be given an
oppurtunity to explain his action.

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 Essentials of a good disciplinary system

• Well defined procedure:-

a. The supervisor must assure himself that
some violation has take place.

b. He should state precisely & objectively

nature of alleged violation.

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 Essentials of a good disciplinary system

c. He should then proceed to gather the facts of

the case & maintain proper records.

d. After the facts have been gathered thoughts

should be given what type of disciplinary
action can be taken in this case

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 Essentials of a good disciplinary system

e. Appropriateness of disciplinary action should

be determined in terms of its effectiveness in
correcting the employee.

f. Accused employee should have the right to

appeal to higher authorities.

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 Essentials of a good disciplinary system
• 5.Constructive handling of disciplinary action:-

Disciplinary action should be handled in a

constructive manner.

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 HOT STOVE RULE

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 HOT STOVE RULE
• 1.The burn is Immediate .
• 2.He had Warning.
• 3.The effect is consistent.
• 4.The effect is impersonal.
• 5.The effect is communsurate with the gravity
of misconduct.

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 KINDS OF PUNISHMENT
• Minor punishment :-
• 1.Oral Reprimand
• 2.Written Reprimand
• 3.Loss of Previleges.
• 4.Fines.
• 5. Punitive suspension.

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 KINDS OF PUNISHMENT
• Major punishments:-
• 1.Witholding of Increments
• 2.Demotion
• 3.Discharge
• 4.Dismissal

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 MISCONDUCT

• Every act of indiscipline is called misconduct

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 MISCONDUCT
• Commonly mentioned misconduct in standing
orders of undertaking to which Industrial Act
1946 applies are as follows :-
• 1.Disobedeince
• 2.Theft ,fraud or dishonesty with employers
goods or property

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 MISCONDUCT
• 3.Willfull damage to or loss of employer goods
or property.
• 4.Taking or giving bribes or illegal gratification.
• 5.Smoking within a factory except in places
where smoking is permitted.
• 6.Sleeping while on duty.

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 FORMS OF PUNISHMENT
• 1.Warning
• 2.Fine
• 3.Stoppage of promotion or demotion or
witholding increment for a certain period of
time
• 4.Suspension
• 5.Discharge
• 6.Dismissal
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 PROCEDURE FOR TAKING DISCIPLINARY
ACTION
• 1.Preliminary Investigation
• 2.Issue of Charge sheet
• 3.Suspension Pending enquiry If needed
• 4.Notice of Enquiry

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 PROCEDURE FOR TAKING DISCIPLINARY
ACTION
• 5.Conduct Of Enquiry
• 6.Recording of findings by Enquiry Officer
• 7.Awarding Punishment
• 8.Communication of Punishment

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 REFERENCES
• Personnel Management
CB MAMORIA and SV GANKAR
• Human Resource Management
NIRMAL SINGH
Personnel Management and Industrial relations
PC TRIPATHY

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 THANK
YOU
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