Employee Grievance and Disciplinary Action
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Transcript of Employee Grievance and Disciplinary Action
8/2/2019 Employee Grievance and Disciplinary Action
http://slidepdf.com/reader/full/employee-grievance-and-disciplinary-action 1/23
Employee Grievances and
Disciplinary Actions
8/2/2019 Employee Grievance and Disciplinary Action
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According to Michael Jucius, “ A grievance can be any
discontent or dissatisfaction, whether expressed or not,
whether valid or not, and arising out of anythingconnected with the company that an employee thinks,believes, or even feels as unfair, unjust, or inequitable.”
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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.
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FORMS OF GRIEVANCES
Factual
Imaginary
Disguised
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CAUSES
1. Economic
2. Work Environment
3. Supervision
4. Work Group
5. Miscellaneous
.
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EFFECT
If grievances are not identified and redressedproperly, they may adversely affect the workers,managers and the organisation.
Production
Employees Managers
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GRIEVANCE PROCEDURE It is a formal channel of communication used
to resolve grievances. Having a formalgrievance procedure has its own advantages.
Workers get a wonderful opportunity toventilate their feelings. Management can goback to the roots of a problem quickly.Supervisors, too, have to fall in line and listen
to workers’ complaints more seriously. A fairredressal mechanism would boost the moraleof all employees greatly.
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MODEL GRIEVANCEPROCEDURE
The model grievance procedure suggested by
the National Commission on Labour involves six
successive time-bound steps each leading to thenext, in case employees have any reason tocomplain against any issue affecting theirorganisational lives.
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MODEL GRIEVANCEPROCEDURE
Procedure Time Frame
Appeal against within a week
Manager 3 days
Grievance Committee 7 days unanimous
HOD 3 days
Supervisor 48 hours
Foreman
Worker
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GRIEVANCE PROCEDURE IN
TATA (IRON AND STEEL)COMPANY
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STEPS IN THE GRIEVANCEPROCEDURE
Identify grievances
Define correctly
Collect data
Analyse and solve
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GUIDELINES FOR HANDLINGGRIEVANCES
Treat each case as important
Talk to the employee directly
Handle each case within a time frame
Control your emotions
Maintain proper records
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DISCIPLINE
In a restricted sense, it is the act of imposingpenalties for wrong behaviour (negative);broadly speaking, it is a condition of orderliness,
where employees willingly practice self controland respect organisational rules and codes ofconduct (positive).
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DISCIPLINE :THREEINTERPRETATION
Negative Discipline
Positive Discipline
Self Discipline and Control
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CAUSES OF INDISCIPINE
Absence of effective leadership
Unfair management practices
Communication barriers
Non-uniform disciplinary action
Divide and rule policies
Inadequate attention to personnel problems
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DISPLINARY ACTION
Issuing a letter of charge.
Consideration of explanation.
Show-cause notice. Holding of a full-fledged enquiry.
Making a final order of punishment.
Follow up.
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PUNISHMENT
Depending on the gravity of misconduct,management may initiate the punitiveactions against the employee who is found
guilty.
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SUSPENSION
Suspension means prohibiting an employeefrom attending work, preventing him from
discharging the duties assigned to him andwithholding the wages payable to him.
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DISMISSAL AND DISCHARGE
Dismissal may take place if the employerterminates the contract of employment, or if afixed contract of employment expires.
Relieving from all the responsibilities given toa person on the job and one he/she resignsfrom the duties, the charge (work) is given to
someone else in the Organisation.
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ESSENTIALS OF A GOODDISCIPLINARY SYSTEM
Rules and performance criteria
Documentation of facts
Consistent response to rule violations
Training of supervisors
Impersonal discipline
Reasonable penalty
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TOOLS FOR GRIEVANCE
HANDLING Open Door Policy
Suggestion Scheme
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CONCLUSION