Employee Grievance Management: A Critical Study Dr. Himanshu Rai

Presented by: Group 9

Amiyesh Verma PGP25008Gaurav Singh PGP25017

M Suresh PGP25026Kalyan Rallabandi PGP25035Samrat Kabiraj PGP25044Swapnil Bawane PGP25053 Pooja Choudhary ABM06003

Introduction

Differentiating views: Grievances and disputes Between individual grievances and collective grievances or industrial disputes Study quoted in Saini(1994) could relate to promotions, amenities,

compensation, fines, leave, medical benefits & so on. Points out the potential area of concern for organizations and researchers Justice research: enhancement of procedural justice and fairness perceptions

helps in minimizing and resolving grievances. Perceived organizational support and the quality of leader member exchange

assist in keeping grievances minimum. Grievances has element of both physiology and psychology

Includes representatives from union and the management Role of clarity of contractual, precedential, and past practice rights become important

Introduction

Other variables having intervening and interactional effect on grievance procedures, outcomes and resolutions

Characteristics of authority to whom a grievance is directed Leadership behaviour Occupation Gender socialization Work environment Relational commitment Ability of union representatives Industrialization, labour policy, technological changes and industry restructuring Political behaviour

In Indian context, the grievance procedure do not receive much attention due to complexities out of inarticulate treatment and lack of understanding of issues in bargaining, joint consultation and grievance redressal by all the actors in the indutrial relations system

Grievance Management

Defined as “any discontent, dissatisfaction, valid or not, real or imaginary, expressed or not, out of anything connected with the organization, which the employee thinks, believes, or event feels is unfair or unjust” (Ramaswamy,1997)

Grievances have their roots in Approach Practices and policies of management Trade union practices and state of unionism Personality and behavioural traits of individual

Causes of discontent among employees: autocratic leadership, higher power distances, effective communication etc.

Causes of grievances: favouritism towards one union over another, attitudes of union leaders, union affiliation etc.

Fundamental nature of the individual Need of effective system of grievance

Grievance Management

Durgapur Steel Plant example: Grievances of workmen fell under three different functional area

Personnel matters: looked into by the line/personnel functionaries Pay matters: looked into by the finance and accounts functionaries Township matters, amenities and facilities: looked by office dealing with these matters

Grievances taken up at several level. If unresolved, taken up to a committee comprising members from both union

and the management. General causes of grievances are found out. Factor supporting effective grievance practices and Ineffective grievance

practices. Thus, modeling for all participants a non-judgemental, open minded attitude

with sufficient communication exchange can set effective framework to successfully deal with employee grievances (Herrick, 1990)

Organizational Justice

Interactional Justice

Procedural Justice

Distributive Justice

Perceived fairness of the process used to determine outcome

Perceived fairness of the outcome

Perceived degree to which one is treated with dignity and respect

Organizational Justice

Grievances and Justice Theories

Opportunity to voice grievances Perceptions of procedural justice Fairness perception stems from all three kinds of organizational justice Fairness perception enhancement

Instrumental Mechanisms : lead to fair results Non Instrumental Mechanisms : sense of treating employees with respect

Use of voice for non-instrumental sake when lesser opportunities to influence outcomes

Unfavorable outcomes through fair processes have higher distributive justice rating than favorable outcomes through unfair processes

Conflicts should be resolved for disputant’s satisfaction and to avoid litigation

Grievances and Justice Theories

Social Exchange perspective Fair and supportive employers benefit in unfavorable circumstances Perceptions of organizational support mediated relationship between interactional justice and

organizational commitment (Study done on 147 employees who had been informed of their layoff)

Leader Member Exchange model perspective Negative relationship between quality of information exchange and grievance filling High quality information exchange facilitated informal dispute resolution

Other effects on grievance procedure, outcome & resolution

Grievance Resolution An episode in the political process in an organization Depends on balance of conflict between the union and the management

Work environment : significant impact on grievances Beliefs about workplace justice depends more on procedures used in grievance

systems than outcomes Manager’s influenced by grievant’s work history even when its not relevant Ability of union representatives to pursue and process grievances Gender Differences

female applicants more likely to receive favorable decision at tribunals Could result from lesser number of grievances files by women (aversion to conflict)

Conclusion

Voice and fairness perception minimize and resolve grievances Fair and supportive employers benefit in unfavorable circumstances Resolve conflicts both for disputant’s satisfaction and to avoid litigation Unions should monitor their social environment and prepare options for

dealing with grievances

Thank You