GRIEVANCE REDRESSAL

Ashish Kumar Baruah (01)

Jadumoni Gogoi (05)
Rishikesh Baruah (09)
Subham Debabrata Borah (61)
Ashim Kakati (63)
INTRODUCTION
 DISSATISFACTION, COMPLAINT AND
GRIEVANCES.
• DISSATISFACTION: Anything that disturbs an
employee, whether or not the unrest is expressed
in words.
• COMPLAINT: A spoken or written
dissatisfaction brought to the attention of the
supervisor or the Shop steward (in-charge).
• GRIEVANCE: Any complaint that has been
formally presented to a Management
Representative or to a Union Official.
GRIEVANCE DEFINED
 A Grievance as a complaint of one or more
workers with respect to wages and allowances,
conditions of work and interpretation of service,
condition covering such areas as overtime, leave ,
transfer, promotion, seniority, job assignment
and termination of service.
 It is a complaint that comes infront of
management.
FEATURES OF GRIEVANCES
 Discontent and dissatisfaction.
 Dissatisfaction must arise out of employment and
not due to personal reasons.
 The discontentment can arise out of real or
imaginary reasons.
 The discontent may be voiced or unvoiced but it
must be expressed in some form.
 Broadly speaking, a grievance is noticeable and
traceable to real or perceived non-fulfillment of
one’s expectations.
FORMS OF GRIEVANCES
 Factual
 Imaginary

 Disguised
HUMAN ASPECTS
 Work environment: Light, space,heat.
 Use of equipment: tools/poor maintenance.

 Supervisory Practices.

 Personality clashes.

 Managers’ behavior.

 Problems with pay/allowances.

 Perceived inequalities in treatment: pay, appeals

against performance related awards.
 Organizational change.
TYPES OF GRIEVANCES
 Individual grievance: complaint than an action
by management has violated the rights of an
individual as set out in the collective agreement
or law, or by some unfair practice.
 Examples: discipline, demotion, classification
disputes, denial of benefits, etc.
TYPES OF GRIEVANCES
 Group grievance: complaint by a group of
individuals, for example, a department or a shift
that has been affected the same way and at the
same time by an action taken by management.
 An example of a group grievance would be where
the employer refuses to pay a shift premium to
the employees who work on afternoon shift when
the contract entitles them to it.
TYPES OF GRIEVANCES
 Policy Grievance: complaint by the union that an
action of management (or its failure or refusal to
act) is a violation of the agreement that could
affect all who are covered by the agreement.
 Group grievances are often treated as policy
grievances.
 For example, management assigns a steady day-
shift employee to work on an off shift without
regard to seniority.
EFFECT OF GRIEVANCES
1. On Production: Low quality of production, Low
productivity, Increase in wastage, Increase in
cost of production.
2. On Employees: Increased absenteeism,
Reduction in level of commitment, Increase in
accidents, Reduced level of employee morale.
3. On Manager: Strained superior- subordinate
relations, Need for increased
supervision/control & follow up Increase in
unrest, thereby machinery to maintain
industrial peace.
BENEFITS OF GRIEVANCE HANDLING
PROCEDURES
1. It encourages employee to raise concerns
without fear of reprisal.
2. It provides a fair & speedy means of dealing of
grievances.
3. It prevents minor disagreements developing
into more serious disputes.
4. It saves employer’s time & money as solutions
are found for workplace problems.
5. It helps build in organizational climate based
on openness and trust.
OBJECTIVES OF GRIEVANCE HANDLING
1. To enable employee to air his/her grievance.
2. To clarify the nature of grievance.
3. To investigate the reason of dissatisfaction.
4. To obtain where possible a speedy resolution to
the problem
5. To take appropriate actions & ensure that the
promises are kept.
6. To inform the employee his / her right to voice
the grievance & take it to next stage of the
procedure.
KEY FEATURES OF GRIEVANCE
REDRESSAL PROCEDURE
1. FAIRNESS.
2. FACILITIES FOR REPRESENTATION.
3. PROCEDURAL STEPS.
4. PROMPTNESS.
DISCOVERY OF GRIEVANCE
1. Observation.
2. Grievance procedure.
3. Gripe boxes.
4. Open door policy.
5. Exit interview.
6. Opinion survey.
HANDLING GRIEVANCE
• Quick Action
• Acknowledging grievance
• Examining the causes of grievance
• Decisioning
• Execution and review
REASONS FOR GRIEVANCE
• ECONOMIC
1. Wage fixation, overtime, bonus.
2. Employees feel that they are getting less than
what they are ought to get.
• WORKING ENVIRONMENT
1. Poor working conditions, defective equipment
and machinery.
• SUPERVISION
1. Disposition of the boss towards employee
perceived notions of favoritism, nepotism, bias
etc.
• WORK GROUP
1. Strained relation or incompatibility with peers.
Feeling of neglect, victimisation.

• WORK ORGANIATION
1. Rigid and unfair rules, too much less work
responsibility, lack of recognition.
GRIEVANCE PROCEDURE
DISPUTE SETTLEMENT MACHINERY
 Different methods for settlement of industrial
disputes provided in the Industrial Dispute Act
1947
 Conciliation
 Arbitration
 Adjudication
CONCILIATION
 The Government (Central or State) appoints
conciliation officers who are usually officials of the
State Labour Department or the officials of the
Ministry of Labour Government of India.
 Appointed for a particular geographical area, usually
a revenue district.
 In certain cases the conciliation officer is appointed
for a particular industry in a particular area.
 If any industrial dispute arises between employer and
employees the either can approach the Conciliation
Officer of the area in which the industry is situated
and request him to hold conciliation talks in the
dispute and settle the issue.
 The talks initiated by the conciliation officer are
called conciliation talks.
 The conciliation talk may end in settlement of the
disputes in which, a settlement is drafted and signed
by the employer, the workmen (trade union) and the
conciliation officer.
 There may be case when the conciliation officer may
not be able to settle the dispute for several reasons.
 In such circumstances, the conciliation officer sends a
report to the Government.
 This report is called conciliation failure report.
 The Government may refer the issue in dispute to the
Labour Court/ Industrial Tribunal.
ADJUDICATION
 The Labour Court/ Industrial Tribunal gets the
jurisdiction to decide an dispute only if the
Government makes a reference of that dispute to it.
 The proceedings before the Labour Court/ Industrial
Tribunal are called adjudication proceedings.
 The Labour Court/ Industrial Tribunal after following
the procedure prescribed under law finally gives its
decision.
 This decision is sent to the Government and becomes
operational in thirty days after the date of its
publication by the Government.
 However, any one of the parties can challenge the
decision by means of a written petition before the
High Court.
ARBITRATION
 The parties agree that the issue in dispute
between them should be settled by referring the
issue for arbitration.
 The parties to the dispute can select the person
who should arbitrate the issue i.e. the arbitrator.
GRIEVANCE REDRESSAL PROCEDURE
 Grievance Redressal Procedure is divided into
three stages:
 Stage I
 Stage II
 Stage III
STAGE I OF GRIEVANCE REDRESSAL
PROCEDURE
STAGE II OF GRIEVANCE REDRESSAL
PROCEDURE
STAGE III OF GRIEVANCE REDRESSAL
PROCEDURE
THE UNIT GRIEVANCE REDRESSAL
COMMITTEE/ WORKS COMMITTEE
 Matter to be dealt with committee include the
following:
 Settlement of grievances relating to the terms and
conditions of employment of employees in the day to day
working.
 Questions as to whether or not the company’s rules have
been followed in any particular case, e.g. violation of rules.
 Matters relating to discipline and conduct as between the
management and the employees.
 Matters relating to severity of punishment given as a
disciplinary measure.
 Complaints regarding withholding of increments.
 Questions related to abuse of privileges of provisions of
amneities.
LIMITATIONS OF COMMITTEE
 The committee is not concerned with the problems
of planning and development in their wide sense.
 The committee also does not discuss matters
which are trade questions such as wages,
allowance, hours of work, leave, old age benefits
and the like, which are covered by agreement with
the trade unions or by reports of Conciliation
boards or awards of Industrial tribunal.
 Any decision of the committee must be superseded
by an agreement between the management and
the union.
MEMBERS OF COMMITTEE
 The committee consists of ten members of whom
five represent the management and five represent
the employees (Joint Management Committee)
 Management Representatives: The representatives
of the Management on the committee are nominated
by the management
 Employees Representatives: The representatives of
employees on the committee are nominated by the
union, which is registered under the Trade Union
Act, is representative of the employees and is
recognized by the management for this purpose.
OFFICERS OF THE COMMITTEE
 The Committee has a Chairman, a Vice Chairman and a
member Secretary
 The Chairman is nominated by the management from
amongst its representatives on the committees
 The Vice-Chairman is nominated by the union from
amongst it’s employees’ representatives on the
committee.
 The Secretary is nominated by the management from
amongst its representatives on the committee.
TENURE OF OFFICERS
 Termof office of the employee’s representative on the
committee other than members nominated to fill casual
vacancies, is 36 months from the date of formation of
the Committee.

A member nominated to fill a casual vacancy holds

office for the unexpired term of his predecessor.
THE CENTRAL GRIEVANCE REDRESSAL COMMITTEE

 If the matter involves large number of employees.

 The Central Grievance Redressal Committee has the power
to deal with :-

 Cases which have been referred by the Unit Grievance Redressal

Committees and the non-factory employees works committee.
 Cases in which the unanimous decisions of any of the Unit
Grievance Redressal Committees and the non-factory employee’s
works committee have been objected to by management or union.
 Individual grievances or complaints of employees, which the union
wishes to discuss.
 Issues of policy and their interpretation in regard to labour matters
which the union wishes to discuss.
LIMITATIONS OF COMMITTEE
 The committee is not concerned with the
problems of planning, works development and
management of the plant in the wider sense.

 Any decision of the committee can be

superseded by an agreement between the
management and the union
 Membership  Eight members of whom four represent
the management and four
represent the employees.

 Term of officers  36 months

 Officers of committee  Chairman, Vice-Chairman and

Secretary

 At least half of the number of members

 Quorum of meeting
representing management and the
employees constitute the quorum for a
meeting of the committee. No quorum
for an adjourned meeting.
 Notice of meeting  The notice of the meeting, together with
the agenda, is ordinarily sent one day
before the date of the meeting.

 The unanimous decision of the

 Acting on committees committee is binding on the
decision Management, the employees, and the
union where the decision relates to a
matter of policy or general principle, the
approval or order of the managing
agents is necessary. In all such cases,
decision of the committee is forwarded
by the Chairman to the appropriate
authority for necessary action.
INFORMAL GRIEVANCE REDRESSAL PROCEDURE

 More than half of the employees interviewed

said that the informal method of resolving
grievances by way of oral consultants with their
superiors is a much better and less complicated
method to undertake.
 The aggrieved employee can directly approach
his shift incharge or the section head (in case of
a major grievance) engage into a direct
consultation and have his grievance resolved
amicably in stage I itself.
THANK YOU