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Conceptualised by:Prof.S.

C Kapoor

Group 1: KAIZEN

Akansha Sehgal Ankur Arora Swati Sharma

Ekjot Kaur Abha Aggarwal Neha Sharma


What is a Grievance?
•An expression of
discontentment with any
aspect of organization.

•Usually grievance relate


to problems of
interpretation or
perceived non fulfillment
of one’s expectations
The International labor (ILO) defines a
grievance

• As a complaint of one or more workers with


respect to wages and allowances, conditions
of work and interpretation of services
conditions covering such areas as overtime,
leave, transfer, promotion, seniority, job
assignment and termination of services.
Classification
1. -Factual
-Imaginary
-Disguised
2. -Group
-Individual
3. -Expressed or implied
4. -Legitimate or illegitimate
5. -Rational or Irrational
Group V/s Individual grievances

• Issue involved, relate to one


• General issues with policy
implications and wider or few individual employees
interest are involved
• Subject matter for collective • Needs to be handled
bargaining through a grievance
procedure
Causes of Grievance

• Working Conditions
• Management Policy
• Alleged Violations of…
• Personal maladjustments
Effects of increasing
Grievances
• Loss of interest in work
• Consequence lack of morale and
commitment
• Poor quality of production
• Low productivity
• Increase in wastage and costs
All these effects are essentially counter
productive.
How to handle Grievanc
• Whatever be the cause, the approach should be humane.
• Sensitivity and empathy are required in handling grievances
diligently.
• We must listen to even a small complaints, because these
small complaints, if not attended takes the shape of
“grievance”
• Have to be handled promptly
• To be settle at the level at which they occur.
Recurring Grievances
• When Grievance occur , it is
important to make sure that
they do not recur. If more
grievances occur over the same
issue, time again and/or more
number of employees are found
to have a simple grievance, the
focus should shift from person
and (grievance) procedure to
policy and practices.
How do we discover the grievances?

• Exit interview
• Gripe box
• Opinion surveys: through
various meetings
• Grapevine
• Through unions
• Open door policy. Upward
channels of communication
provide the dependable sources
for discovery of grievances
Limitation of Open Door Policy
• Workable only in small
organizations
• Top management may be
unfamiliar with the ground
realities of the work
situation grievance occur-
distortion may occur.
• Physiological barriers in
employees mind
Grievance Procedure

• Can be voluntarily established by the


management
Or
• Installed as a result of a collective agreement
to that effect
Grievance
Procedure
• Levels depend on the size of the organization.
• The first and the last steps are the same for all organizations.
• Labor union may not be essential.
• First level is the supervisor. Second level is P.O/Middle level.
• Third level (Top management is involved when company wide
issues are involved).
• Even after fourth step, the possibilities could be temporarily
or permanently dropped or workers may go on strike.
Benefits of Grievance Procedure
• Organizational focus towards individual towards
personal and interpersonal issues
• Tool for management for getting feedback
• It helps in implementing the line of authority of the
management.
• Objectivity and uniformity of the decisions of the
management.
• Brings openness
Aspects of Grievance Handling.

Grievance Handling

Grievance procedure Grievance interview

Formal and systematic Not formal and


mode Psychological mode
Grievance Interview
• Human being’s nature is complex, mere procedures
may not serve the purpose. Specially for imaginary
and disguised grievances ,procedure does not
necessarily solve the problem in isolation.
• Personal grievances are to be handled in such cases
and therefore personal interview becomes an
important part. Even in cases of factual grievances,
interview helps in identifying whether the grievance
is actual or not.
Primary of grievance
interview
• Seek clarification
• Provide an opportunity to the
employees to vent out his ill
feelings
• Improves industrial relations
in long run
• Most loyal employees are those
who complain
• More than 90% unhappy never
bother to complain.
• One unhappy employee tells ,on
an average

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