Discipline & Grievance Management
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Transcript of Discipline & Grievance Management
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It is the training that corrects, moulds, strengthens orperfects individual behaviour.
It is control gained by enforcing obedience.
It is punishment.
Discipline is the force that prompts an individual or agroup to observe the rules, regulations and procedureswhich are deemed to be necessary to the attainment ofan objective.
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Positive
Employer employsa constructive
force to secure itscompliance
Adherence to rules& regulations bythe employees
Negative
Employer appliespenalty forviolation.
Non-Adherence torules by employees
http://localhost/var/www/apps/conversion/tmp/scratch_3/Positive%20Discipline.wmvhttp://localhost/var/www/apps/conversion/tmp/scratch_3/The%20Wrong%20Way%20to%20Discipline%20an%20Employee.wmvhttp://localhost/var/www/apps/conversion/tmp/scratch_3/The%20Wrong%20Way%20to%20Discipline%20an%20Employee.wmvhttp://localhost/var/www/apps/conversion/tmp/scratch_3/Positive%20Discipline.wmv -
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To obtain a willing acceptance of the rules regulations& procedures of an organization
To develop a spirit of tolerance & a desire to makeadjustments among the employees
To give & seek direction
To create an atmosphere of respect for human relations
To increase working efficiency morale of employees
To impart an element of certainty
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Indiscipline means the violation of formal orinformal rules & regulations in an organization.
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Ineffective leadership to control, coordinate &
motivate workers
Low wages & poor working conditions
Lack of timely redressal or workers grievances
Lack of defective grievance procedure
Political influence
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Discipline rules should be framed in cooperation with theemployees
Rules & regulations should be appraised at regular intervals
Rules should be flexible
Rules must be uniformly enforced for their proper acceptance
Rules must be carefully communicated
Every kind of disciplinary penalty should be recorded
Disciplinary actions should be taken in private
Punitive actions must satisfy the principle of natural justice
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HUMANRELATIONSAPPROACH
HUMANRESOURCESAPPROACH
GROUPDISCIPLINEAPPROACH
THE LEADERSHIPAPPROACH
Acts ofindiscipline dealtfrom the viewpoint of humanvalues
Employee ishelped to correcthis deviations
Analyses causeof indisciplinefrommanagementactivities
Corrective stepstaken by themanagement
Group as awhole setsstandards ofdiscipline &punishments
Trade unionsalso act asagencies inmaintainingdiscipline
Disciplinarycases are dealton the basis oflegislations &court decisions
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Debate on the problem of industrial discipline held byIndian Labour conference in 1957
Code of Discipline drafted by the sub-committee was
proposed by Central Organizations of workers andemployers at the !6thsession of Indian Labour Conferencein 1958
Operative from June, 1958
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No strike or lockout without proper notice
No unilateral action
No recourse to go slow tactics
Acts of violence, coercion should not be resorted to
Existing machinery for settlement of disputes should beutilized
Awards & agreements should be speedily
implemented
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PART I: To maintain discipline in industryA just recognition by employers & workers of the rights & responsibilities of
either partiesA proper & willing discharge by either party of its obligation
PART- II: To ensure discipline in industry, management & union(S) agreeUtilization of existing machinery for settlement of disputes
No strike without noticeEstablish a mutually agreed grievance procedureEducate management personnel regarding their obligations to each other
PART- III: Management agreesNot to increase work load unless agreed uponPrompt action for settlement of grievanceNot to support any unfair labour practices
PART- IV: Unions agreeNot to permit demonstrations which are not peacefulTo discourage unfair trade practicesThat their members will not engage in union activity during working hours
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Many factors prevail in industry whichmake a worker unhappy or dejected(
Fellow workers) A well defined grievance procedure is
an important element of a soundindustrial relations machinery
Prompt and effective disposal of workersis the key to industrial peace
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According to Michael J. Jucius, the termgrievance means any discontentordissatisfaction, whether expressed or not andwhether valid or not, arising out of anythingconnected with the company that an employee
thinks , believes or even feels , is unfair, unjust, orinequitable.
Keith Davis has defined grievance as any real orimagined feeling of personal injustice which anemployee has concerning his employmentrelationship.
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Violation of managements responsibilitysuch as poor working conditions
Violation of companys rules andpractices
Violation of collective bargaining
agreement Violation of labor laws
Violation of natural rules of justice suchas unfair treatment in promotion
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The discontentment arises out of
something connected with theorganization
A grievance may be expressed or
implied The discontent may be rational or
irrational
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The sources can be divided into threeheads:
1. Grievances resulting from ManagementPolicies
2. Grievances resulting from Working
Conditions
3. Grievances resulting from personalfactors
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1. Grievances resulting from ManagementPolicies
Wage rates or scale of pay Overtime
Leave
Transfer-improper matching of workerwith the job
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Seniority, promotion and discharges
Lack of career planning and employee
development plan Lack of role clarity
Lack of regard for collective agreement
Hostility towards a labor union Autocratic leadership style of supervisors
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2. Grievance resulting from workingconditions
Unrealistic work timings Non-availability of proper tools, machines
and equipment for doing the job
Tight production standards
Bad physical conditions of workplace
Poor relationship with the supervisor
Negative approach to discipline
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3. Grievances resulting from personalfactors
Narrow attitude Over ambition
Egoistic personality
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1. Directive Observation
2. Grip Boxes3. Open Door policy
4. Exit Interview
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A good manager should be a goodobserver
Knowledge of human behavior is requisite
quality of every good manager From the changed behavior of employees,
he should be able to sense the grievancesand their causes
Apart from the normal routine, periodicinterviews with the employees, groupmeetings and collective bargaining are thespecific occasions where direct observationcan help in unfolding the grievances
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Boxes like suggestion boxes andcomplaint boxes are placed at easily
accessible spots The employees can file anonymous
complaints about their dissatisfaction
It gives a fearless, free and fair views
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Open door policy demands that theemployees, even at the lowest rank,
should have easy access to the chiefexecutive to get his grievancesredressed
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Higher employee turnover is a problem ofevery organization. Employees leave theorganization either due to dissatisfaction or
for better prospects Exit interview is an effective tool to know
the reasons for dissatisfaction
Properly conducted exit interviews canprovide significant information about thestrengths and weaknesses of theorganization and can pave way for furtherimproving the management policies for itslabor force
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Effective grievance procedure in theorganization
Flexible procedure
Simple
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A grievance should be dealt with in the firstinstance at the lowest level
It must be made clear to the employee
what line of appeal is ; he should be able tocontact the next line of superior in case heis dissatisfied
Grievances should be dealt with speedily
The grievance procedure should be set upwith the participation of the employeesand it should be applicable to everyone inthe organization
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A grievance is the embryo of moreserious trouble to come because
accumulation of minor grievances maylead to major explosions
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Since prompt and effective handling ofgrievances is the key to industrial peace,it calls for a systematic procedure of
handling grievances for the just andspeedy disposal of grievances. Thegrievance procedures for redressing thegrievances of employees can beclassified categories:
Open Door Policy
Step- Ladder Procedure
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The employees are free to meet the topexecutives of the organization and gettheir grievances redressed
Suitability:
Effective in a small organization
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Not suitable for a large organization wherethe top executives are too busy in other
matters It makes the lower level and the middle
level executives feel bypassed whichcomplicates the human relations problem
Top Management is not too familiar withthe working conditions of the operativeemployees
Employees may hesitate to go to topexecutives with their grievances
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The aggrieved employee has toproceed step by step in getting his
grievance heard and redressed. He moves from one level to the other if
he is not satisfied in the process
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Step 1: Filing of Written Grievance
Step 2: Address to the supervisor or foreman
Step 3: Address to the HOD
Step 4: Address to the Joint Grievance Committee
Step 5: Address to the Chief Executive
Last Step: Voluntary Arbitration
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