Lecture 20 Grievance Handling

Handling Employee Grievances
Meaning & Definition
“ANY DISSATISFACTION OR FEELING OF INJUSTICE IN

CONNECTION WITH ONE’S EMPLOYMENT SITUATION
THAT IS BROUGHT TO THE NOTICE OF THE
MANAGEMENT.”-BEACH
What is grievance
Formal dispute (employee &
management/union & management)
Perception, feelings and belief
(unfair/unjust/inequitable on the job)
Leads to the feelings of dissatisfaction or
discontent
Matter of important concern for HRM
Features
 A grievance reflects a dissatisfaction among workers

concerning any aspect of the organisation.
 Dissatisfaction must arise out of employment only.
 It may be out of real or imaginary causes.
 A grievance arise only if employee feels that injustice
has been done to him.
 The grievance results from perceivednon fullfillment
of oe’s expectation from organisation.
Characteristics of Grievances
 Factual-: When employee feels that some of the

benefits promised to him at the time of appointment
have not been given by the employer it becomes
factual grievance.
 Imaginary-: The employee fell aggrieved when
organisation does not respond to his requests, this is
the case of an imaginary grievance.
 Disguised-: The basic requirements of the employees
may be attended to but psychological needs such as
need for recoginition, affection, proper achievement
may not be taken care of. These cause disguised
grievances.
Causes or Sources of Grievances
Employment Conditions like wage rates etc.
Supervision
General working conditions
Trade Unions
Difference of opinion of management &
employees
Adherence to rules by employer while dealing
with certain employees
Psychological reasons
Characteristics
 Notification of complaint
 Expressed/unvoiced/Legitimate/
ridicules/real/imaginary
 May not relate to organizational
activities/policies
Behavior Symptoms
Keep within Sullenness
Share with Tardiness
colleagues Moodiness
Notice to supervisor Indifferent attitudes
Insubordination
Effects of Grievance
On production
(low productivity, quality, quantity, wastage, increased cost)
On the employee
(absenteeism , reduced commitment, morale)
On the managers
(Strained superior-subordinate relations, indiscipline cases)
Steps in grievance handling
Listen systematically/attentively
Define the nature of the grievance
Organize facts/evidence, use five Ws to
investigate grievance (helps to explain who, what, when,
where & why the grievance occurred)
Identify what you want & make decision and

take action immediately
Contd.
Follow-up
Collective bargaining
Last step “Arbitration” (decision makes by
arbitrator reaches a final decision binding on the both
parties)
Informal procedures
Open door policy

Counseling
Suggestion box
Informal talk/meeting
Grievance Procedures
Supervisor
Employee Relations Manager
Administrative Official
Hearing Panel
Vice Chancellor
Office of State Personnel/Administrative Law
Judge
Office of State Personnel/Personnel Commission
Grievance Process
Step 1 - Informal Discussion(s): Presented to

immediate supervisor within 15 calendar days
Referred to proper supervisory level within 2
working days
Verbal response given within 5 working days
Grievance Process
Mutual agreement by both parties that continued

efforts to resolve the grievance through informal
discussion(s) are worthwhile will automatically
suspend the time limited required for notification
of the Employee Relations Manager until an
impasse is acknowledged by either party or 10
additional working days have passed
If employee cannot discuss the matter with

immediate supervisor, Employee Relations
Manager in HR department may be contacted
first
Step 2 - Formal Grievance

Must be in writing, signed by employee
Must identify the policy or rule alleged to have
been violated
Must contain a concise statement of the facts
surrounding grievance
Must contain any remedy sought
Upon receipt of a written grievance, the

Employee Relations Manager shall provide
grievant a copy of the current policy governing
the Grievance and Appeal procedures for SPA
employees
Grievance referred to appropriate administrative
official (Director, Department Chair, Dean, etc.)
Meeting is scheduled with grievant within five

working days to be held within 15 working days
Written decision from administrative official
within 5 working days following meeting
Step 3 - Review by Staff Grievance Committee

Requests for review must be submitted within 5
working days from administrative official’s
written decision (or expiration of time permitted
for such a decision)
After going through Step 1, career employees

who have been dismissed may proceed directly to
Step 3, review by Hearing Panel
Requests for review must be made within five
working days after immediate
supervisor/administrative official’s response in
Step 1
Career employees with permanent position

appointments may file a grievance requesting
that a performance evaluation/pay dispute be
reviewed by a Hearing Panel of the Staff
Grievance Committee
Submitted within 15 working days
Grievance Panel
Chancellor appoints
12 members, 4 of
which are designated
Hearing Chairs
Handling Grievances: Do
15–
24
 Investigate and handle each case as though it may eventually result in
arbitration.
 Talk with the employee about his or her grievance; give the person a full
hearing.
 Require the union to identify specific contractual provisions allegedly
violated.
 Comply with the contractual time limits for handling the grievance.
 Visit the work area of the grievance.
 Determine whether there were any witnesses.
 Examine the grievant’s personnel record.
 Fully examine prior grievance records.
 Treat the union representative as your equal.
 Hold your grievance discussions privately.
 Fully inform your own supervisor of grievance matters.
Handling Grievances: Don’t
 Discuss the case with the union steward
15– alone—the grievant should be
there. 25
 Make arrangements with individual employees that are inconsistent with
the labor agreement.
 Hold back the remedy if the company is wrong.
 Admit to the binding effect of a past practice.
 Relinquish to the union your rights as a manager.
 Settle grievances on what is “fair.” Stick to the labor agreement.
 Bargain over items not covered by the contract.
 Treat as subject to arbitration claims demanding discipline or discharge
of managers.
 Give long written grievance answers.
 Trade a grievance settlement for a grievance withdrawal.
 Deny grievances because “your hands are tied by management.”
 Agree to informal amendments in the contract.
Conclusion
Grievance should recognized/settled
promptly
Early settlement prevents minor problems
in becoming major disturbances
Thank you

Lecture 20 Grievance Handling

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Handling Employee Grievances

Meaning & Definition

“ANY DISSATISFACTION OR FEELING OF INJUSTICE IN

 A grievance reflects a dissatisfaction among workers

 Factual-: When employee feels that some of the

Identify what you want & make decision and

Open door policy

Step 1 - Informal Discussion(s): Presented to

Mutual agreement by both parties that continued

If employee cannot discuss the matter with

Step 2 - Formal Grievance

Upon receipt of a written grievance, the

Meeting is scheduled with grievant within five

Step 3 - Review by Staff Grievance Committee

After going through Step 1, career employees

Career employees with permanent position

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