GRIEVANCE &

ITS HANDLING PROCEDURE

 GRIEVANC
E
Discontentment
Grievance Or Employees
Dissatisfaction

Related to

Long hours of working,

Enterprise Unfair treatment,
(Where he is working) Poor working facilities,
Poor Salaries…. etc.
A “grievance” means any discontentment or
dissatisfaction in an employee arising out of
anything related to the enterprise where he is
working.
 FORMS OF
GRIEVANCES
•When the legitimate needs are not
fulfilled.
•Employee dissatisfied with his job
for genuine reason.
FACTUA •Ex- Breach of terms of employment..
L …etc

DISGUISED IMAGINARY

•When the dissatisfaction reason are •When an employee’s grievance

unknown by the employee(himself). occurs due to wrong
•This may be because of pressures & perception, wrong attitude or
frustrations that an employee is wrong
feeling from other directions. information… etc
•The manager have to detect it &
solve it by counseling procedure.
 IDENTIFYING
•General invitation to their
employees to informally dropGRIEVANCES •
Employees usually quit organization
or better prospects elsewhere.
in the manager’s room •Exit interview, if conducted
anytime & talk over their EXIT carefully, can provide important
grievances. INTERVIEW information about employees’
grievances.

OPEN-DOOR
GRIPE BOXES
POLICY
•These are boxes in which the
OPINION employees can drop their
anonymous complaints.
OBSERVATION •These are different from
SURVEY suggestion boxes( drop
•Through Group meetings,
suggestion with intention to
periodically interviews with
receive reward).
employees, collective
bargaining sessions… etc
 CAUSES/SOURCESOF
GRIEVANCES
FROM PERSONAL
MALADJUSTMENT

FROM FROM
WORKING MANAGEMENT
CONDITIONS POLICY
FROM WORKING CONDITIONS
 Lack of Job Specification( improper matching of the worker
with the job).
 Changes in Schedules or Procedures.
 Poor Working Facilities(Non- Availability of proper tool,
machines & equipments for doing work.. etc).
 Poor Working Environment.
 Tight Production Standards(Strict rules, Mandatory target
achievement.. Etc).
 Poor relationship between employer & employees.. etc
FROM MANAGEMENT POLICY
 Remuneration (wage payment & job rates).
 Leave
 Overtime
 Promotion
 Transfer
 Disciplinary action
 Lack of role clarity
 Lack of employee development plan… etc
 FROM PERSONAL

 Over MALADJUSTMENT
– Ambition
 Excessive Self – Esteem
 Impractical Attitude
 Short Tempered
 EFFECTS OF
GRIEVANCE •
Low Production Quality
•
Low Productivity Quality
•Increase in the wastage of
material,sopilage/leakage of
On machinery
PRODUCTION •Increase in Cost of production
per unit.

On On EMPLOYEES
MANAGERS •Increase the rate of
•Strains the superior Absenteeism
•Reduces the level of
sub-ordinate relations.
•Increase the degree of commitment, sincerity &
supervision, punctuality.
•Increase the incidence of
control & follow-up.
•Increase in discipline accidents.
•Reduces the level of employee
cases…. etc
morale… etc
 NEED/OBJECTIVE OF ESTABLISHING
GRIEVANCE HANDLING PROCEDURE

 To clarify the nature of the grievance.

 To enable the employee to air his/her grievance.
 to investigate the reason for dissatisfaction.
 to take appropriate actions & ensure that promises are kept.
 To obtain a speedy resolution to the problem.
 To inform the employee of his/her right.
STEPS IN GRIEVANCE HANDLING
PROCEDURE
Acknowledge
Dissatisfaction
•The problem should be define
properly.
Define the •Sometimes wrong complaints is
given.
Problem •By effective listening manager can
•Get all the information find out the validity of
related to the grievance. complaints.
•It should be genuine, not
a fiction. Get the Facts

•Properly analyze all the relevant

fact & incidents and then decide any
Analyze & Decide conclusion.
•It must be promptly
communicated (follow up)
to the concerned
employee.
Follow Up
 GRIVANCE HANDLING
PROCEDURES
OPEN-DOOR POLICY

MODEL STEP-LADDER
GRIEVANCE PROCEDURE
PROCEDURE
 OPRN-DOOR POLICY

Any employee can take his grievance

to the chief boss & talk over the
problem.
STEP-LADDER PROCEDURE

The employee with a grievance has

to proceed step by step unless he is
able to redress his grievance.
 MODEL GRIEVANCE
Aggrieved NS PROCEDURE

Employee
Departmental NS
Representative
Head of the Department NS
48 hours
Grievance NS

3 days Committee Chief

NS
Executive/
7 days Manager
3 days Voluntary
Arbitration
7 days

SETTLEMENT OF GRIEVANCE
 LEGISLATIVE ASPECTS OF THE
GRIEVANCEPROCEDURE IN INDIA

During the pre-Independence period, not much attention was given to the settlement of the employees
grievances. It was later only some legislative attention was paid to the employee grievances. Following
are the legislative enactments that deal with the redressal of the employees grievances:

1.The Industrial Employment (Standing Orders) Act, 1946. As per the clause 15 of the
model schedule 1 of this Act, in every establishment with 100 or more workers, all
complaints arising out of employment shall be submitted to the officer designated in
this behalf, with the right of appeal to the employer.
2.The Factories Act, 1948. Under the Factories Act of 1948, there is a provision for
the appointment of Labour Welfare Officers in the factories employing 500 or more
workers. The rules of the Act enjoin upon these officers to ensure the settlement of
the employee grievance, However, these provisions could not become helpful inter
alia because of the dual role entrusted to them to play.
3.The Industrial Disputes Act, 1947. This act provides for the following provisions in
order in regard to grievance settlement :
 ESSENTIALS OF A SOUND
GRIEVANCE PROCEDURE
The characteristics an effective or sound grievance procedure should contain are as follows.

•Legal Sanctity: The grievance procedure should be legally alright. In other words, the procedure
should be in close conformity with the existing law of the land. To the extent possible, the
legislative machinery should be incorporated in the grievance procedure.
•Acceptability: The procedure to be acceptable to all workers, managers and union should
contain the features like a sense of fair play, justice to workers and reasonable exercise of
authority to managers.
•Timely: The procedure should aim at timely redressal of grievances at the lowest level possible.
Added to it, there should be a time limit prescribed and rigidly followed at each level of
grievance procedure.
•Simple: The procedure should be simple to understand and implement. Minimization of steps to
be involved in the procedure makes it simple.
•Training: To make the grievances procedure effective, the supervisors and other officers should
be imparted training in grievance handling.
•Follow up: The decision taken for settling grievance should be reviewed at periodical intervals
so that corrective measures can be taken to make the grievance procedure more effective.