Grievance and Discipline Management
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Transcript of Grievance and Discipline Management
8/8/2019 Grievance and Discipline Management
http://slidepdf.com/reader/full/grievance-and-discipline-management 1/24
DISCIPLINE &GRIEVANCE
MANAGEMENTLABOUR WELFARE
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Before you can discipline, the employee
needs to know what they were supposed
to do and/or not supposed to do: Job descriptions, policies, HR policy,«
Need to have clear process and policy for
measuring performance (good and bad):
Performance Appraisal System
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Disciple problems often result of poor
management, poor instructions, and/or
inconsistency in application of policies All policies and procedures must be
followed consistently and fairly
Application of discipline must occur in a
timely manner, too late to wait until annual
review
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Discipline Policy
Recommended that the Manager inform
HR Manager of discipline issue before first
warning (if no HR Manager ± BandManager, CEO)
Sometimes HR Manager sits in on verbal
warning but definitely for second and third
warning ± witness and record keeper
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Discipline
Some policies allow employee to bring
along a friend
not recommended; at least for first 2stages.
This is a matter between
employee/employer and should not be
confused with Grievance which is anemployee/employee matter
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Discipline Policy
Some offences are cause for immediate
dismissal and should not go through
discipline process ± ask lawyer Conditions for ³Dismissal with Cause´
should be clearly stated in HR Policy
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Where discipline deals with an employee
not meeting employer/employment
standards; Grievance is designed to
address a problem between two (or more)
employees
The two employees can be
co-workers (peer to peer) or subordinate to supervisor/manager
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Issues between employees and clients or
outsiders generally, should be handled
through a customer service policy
If however, an employee complains of
outside treatment and nothing is done, the
employee may Grieve the supervisors lack
of response
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Like Discipline ± need to have clearly
stated policy and process for dealing with
Grievance issues
Policy must protect subordinate from
unfair treatment/ retribution as a result of
filing a complaint
Policy must also protect accused of
unfair/false claim
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Policy should set out
Steps for hearing Grievance
Progression of hearing process Who should be involved at each stage of
process
Rights to external assessment/arbitration if internal process unsatisfactory
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Termination
With cause and without cause
Organizational restructuring
Loss of funding Terms and conditions of employment
contract
HR Policy«all will impact ability to terminate
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Meaning of grievances
The term ³grievance´ is used to designate
claims by workers of a trade union
concerning the workers' individual or
collective rights under an applicable
collective agreement, individual contract of
employment, law, regulation, works rule,
custom or usage.
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Causes of Grievances
Grievances generally arise form the day-
do-day working relations in the
undertaking, usually a worker or trade
union protest against an act or omission or
management that is considered to violate
worker's rights.
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Grievances typically arise on such
questions as discipline and dismissal, the
payment of wages and other fringe
benefits, working time, over-time and time-
off entitlements,
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In large undertakings, a common type of
grievance procedure involves successive steps
at different levels, a workers' grievance being
first discussed with the immediate supervisor,and then if no solution is found with higher levels
of management.
The number of levels and steps in the procedure
usually increases with the size of the
undertaking
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Essence of Model Grievance
Procedure The three cardinal principles of grievancesettlement, under the procedure, are;1. Settlement at the lowest level,
2. Settlement as expeditiously as possible;and3. Settlement to the satisfaction of theaggrieved
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Disciplinary Action:
Indiscipline is the result of many interrelated reasons-economic, psychological, social etc. It needs to beproperly handled. The disciplinary action must conformto certain principles e.g.
The principal of natural justice must guide all enquiriesand actions. No biased person to conduct inquiry, The principal of impartiality or consistency must befollowed,
The disciplinary authority should offer full opportunity tothe worker to defend himself.
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Whenever any employee has complaint regarding terms and conditions of his job ... itis known as grievance.Different organisations have different policy for grievance handling.But broad outline of the procedure of Grievance Handling is as follows:
STEP I
Grievant conveys verbally to officer designated by the management... He or she willreply back within 48 hours
STEP II
If not satisfied.. the grievant will communicate to the head of the department.. He or she will reply back in 3 days
STEP III
If not satisfied the employee will go to 'grievance committee'. committee will reply backin 7 days
STEP IV
again if not satisfied the grievant will appeal to management for revision. a week for appeal will be considered
STEP V
if still not satisfied the grievant can opt for voluntary arbitration within a week after decision from step IV
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LABOUR WELFARE
Labour welfare activities in an industrialized society hasfar reaching impact not only on the work force but alsoall the facets of human resources.
Labour welfare includes all such activities, which notonly secures existential necessities but also ensuresimprovement in spiritual and emotional quotient. Itcomprises of short term and long terms goal towardbuilding a humane society.
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Why is it Important ?
Labour welfare Activities is combinations of various steps, the cumulative effect of which isto grease the wheels of industry and society.
Sound industrial relations can only be based onhuman relations and good human relationsdictate that labour being, human being should
be treated humanly which includes respect for labour dignity, fair dealing and concern for thehuman beings physical and social needs.
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Objective
The object of welfare activities is to promoteeconomic development by increasing productionand productivity.
The underlying principle is to make the workersgiven their loyal services ungrudgingly ingenuine spirit of co-operation, in return for
obligations, voluntary and compulsory, acceptedby the employee towards the general well-beingof the employees