PERSENTATION

TOPIC: GRIEVANCE MANAGEMENT

 PRESENTED TO: DR.SHAHID ZIA
PRESENTED BY
1. DR.MUHAMMAD ABID Roll # 33
2. PIRZADA USMAN HASHMI Roll # 34
3. IRFAN AHMAD Roll # 42
4. KHALID MEHMOOD Roll # 44
5. TEEPU SULTAN GILL Roll # 59
 Contents
 The Real Approach
 Grievance
 Causes of Grievance
 Control of Grievance
 Grievance Procedure
 Constructive Grievance Handling
 Benefits of Grievance Systems
 References
GRIEVANCE:
 GRIEVANCE ….
Michael Jucious: any discontent or dissatisfaction,
whether expressed or not expressed, valid or not
valid, written or not written, arising out of
anything connected with the company that an
employee thinks, believes or even feels is unfair,
unjust or inequitable.
Keith Davis: any real or imaginative feeling of
personal injustice whish an employee has
concerning his or her employment relationship
 The Real Approach
First of all, the real approach to Grievance is to understand
the distinction between the terms 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 superior.
 Grievance: a complaint that has been formally presented
to a management representative or to a union official.
 Grievance:
 Grievance is a formal statement of complaint. Generally
against an authority figure. A grievance is a formal
expression of dissatisfaction about a work situation by
an individual employee, but it may sometimes be
initiated by a group of employees or a union acting on
their behalf.
 It is also a very rare since few employees will question
their superior’s judgment. Also, many people do not
initiate grievance because they believe that nothing will
be done as a result of their attempt.
 Causes of Grievance:
Employee grievance can arise from the actions of management or from the
behavior of other employees
 Causes of Grievance:
Employee-to-Management:
1. Violation of the Contract: contract violations
involve such matters as seniority, hours of
work, staffing, wages, working conditions,
holidays and vacation matters specifically
covered in the employment contract.
2. Violation of Past Practice: the contract does
not cover every practice on the job. Some
have been established and recognosed by both
the management and the union, and may be
written or unwritten.
 Causes of Grievance:
3. Violation of Fair Treatment: If an employee is
discriminated against the other employee or mistreated.
4. Violation of federal/ State law: laws written to protect
workers are absolutely part of the contract and a
violation of such a law can constitute a grievance.
5. Violation of Management’s Rules: if Management sets
forth rules and policies, it may be a grievance if one
violates these tules.
Causes of Grievance….:
 Causes of Grievance….
Employee-to-Employee:
1. Conflicts of Interest: these can caused due to
excessive use authority and ignoring
responsibilities by specific persons and
department and also due to lack of co-
operation.
2. Misunderstandings: misunderstanding about
the job description and about any colleague's
behavior can also cause an employee’s
grievance. This can easily be cleared through a
simple statement of facts.
 Cause of Grievance…
3. Breakdown in Communications: inequality of the flow of
information within the Organization can cause a
grievance.
4. Interpersonal Rivalry and Petty Jealousies: teams and
groups mostly face this kind of grievance. This usually
occurs due to the lack of group’s cohesiveness.
5. Frustration: this occurs when a person feels he or she is
being prevented from achieving a goal.
 Control of Grievance:
the first step to control the grievance is to identify precisely the
causes; the agreement that has been broken, the rule that has not
been observed, the customs that have been violated
For this one has to “GET THE FACTS” by answering the
5 W’s
 Control of Grievance:
1. WHO …. is involved?
- Name (s) of the grievant, department, shift,
etc
- Are they on probation?
- Have they been disciplined before?
- Has a similar grievance been files on the
same issue?
- Who is the supervisor?
- Who are the witnesses?
 Control of Grievances….
2. WHEN … did the incident or condition occur?
- give dates and times as accurately as possible.
3. WHERE … did the grievance take place?
- Give the exact location, department, area, etc
4. WHAT ….
- Is the grievant’s story?
- is the management’s position?
- Are the reports of witnesses?
- Are the records that help support the case?
 Control of Grievance ….
5. WHY …
- Is this a grievance?
- Has the contract been violated?
(what about violations of past or the law?)
After answering these 5 W’s, last question which should be
answered is
HOW ….
- Should the grievance be settled?
(What adjustments are necessary to correct the injustice?)
 Grievance Procedure:
A grievance procedure lets the employees to make
complaints or raise problems with their employer.
Grievance procedures are formal and agreed
procedures that an employer and his/her employees or
representatives have agreed to follow to deal with or
resolve workplace problems.
Grievance procedures may be set out as a provisions in
an award or agreement, but there may also be an
internally developed procedure.
 Grievance Procedure ….
Grievance procedures are based on the principle of
natural justice and it is recognized as good business to
have effective grievance procedures.
Use of Grievance Procedure:
 Use of Grievance Procedure:
Any worker may have concerns or complaints about their
work, employment terms, working conditions/relationships with
colleagues.
However, one might try talking with its employer informally before
using the formal grievance procedure, to see if that helps to resolve
these grievances. Problems employees might want to raise with
employers, could involve:
- terms of employment
- pay and working conditions
- disagreement with co-workers
- discrimination
- not getting statutory employment rights.
Feature of a Good Grievance
Procedure: Handle with cool mind
 Feature of a Good Grievance
Procedure:
1. Complaints must be fully described by the person with
the grievance.
2. The person (s) should be given the full details of the
allegation (s) against them.
3. The person (s) against whom the grievance/complaint
is made should have the opportunity and be given a
reasonable time to put their side of the story before
resolution is attempted.
4. Proceedings should be conducted honestly, fairly and
without bias.
5. Proceedings should not be unduly delayed.
An Effective Grievance Procedure:
 An Effective Grievance Procedure:

An effective grievance procedure should allow the following outcomes:

1. A peaceful method of conflict resolution and provide greater
stability e.g. Sino-Pak border dispute was settled by offering
concessions and counter concession from both sides.
2. Quick and effective result.
3. Improved communications and working relationships.
4. Employee participation and consultation in the workplace.
5. Increased productivity and efficiency of the organization.
6. Resolution of the problems with workplace change programme.
7. Avoidance of the costs and delays of going to the hearings.
8. Natural justice for the employees.
9. Better emotional well-being, performance and morale of
employees.
Constructive Grievance Handling
 Constructive Grievance Handling

 To solve problems as they develop, Organizations need

effective grievance handling procedures tailored to the
needs of their own workplace.
 There is no magic to handling grievances.
 By dealing with problems in a fair and reasonable
manner.
 Organizations are much less likely to lose valued and
skilled staff.
 The ability and credibility are the strongest attributes in
this regards. (old management vs new management)
 Constructive Grievance Handling …..

To keep your eyes on the process and gain justice

for Employees following Thirty (30) key points
are helpful in grievance handling.
1. Know all employees.
2. Have a proper Grievance Procedure in an Organization.
3. Encourage employees to submit all grievances to their
representatives.
4. Discourage employees from shoping around for a representative
to file their grievances.
5. If the employee has a complaint, not a grievance, take the time
to explain why it cannot be processed as a procedure.
6. If a worker has an obvious grievance and won’t file it, find out
why.
 Constructive Grievance Handling …..

7. do not make promises you cannot keep.

8. Get all the relevant facts about a grievance and record them.
9. Make sure that grievant knows what the issues are.
10. Be honest with grievant.
11. Separate personal disputes from real grievance.
12. Plan and prepare every case by getting full information.
13. Keep the grievant party informed at every stage.
14. Try to settle the grievance early, do not delay it.
15. Try to retain employee’s confidence at all the times.
16. Determine possible witnesses.
17. Conduct interviews promptly.
18. Listen to the grievant and know when he/she is telling the truth.
 Constructive Grievance Handling …..

19. Hold any grievance hearing in private without interruptions.

20. Listen carefully to the persons explanation of the problems and
consider whether there is a deeper issue which might be the root
cause of the grievance.
21. Examine all the submitted reports and records.
22. Test for missing links.
23. Do not take bad grievances.
24. Deal with grievances sensitively, particularly they concern other
workers.
25. Decide what action to take, trying to balance fairness to the
person without compromising the business or other workers.
26. Inform all the concerning parties of your decision and the appeal
process.
 Constructive Grievance Handling …..

27. Ensure you resolve any problems relating to the policies,

procedures or conduct where the grievance procedure highlight
these.
28. Keep the process as confidential as possible.
29. At all stages, keep complete written records of all conversations.
30. Set up a proper filing system.
 Grievance Procedure – Time Limit:

Informal :
must be discussed with the grievant’s immediately
supervisor within 10 days of the occurrence.
Formal :
A formal grievance meeting must be held within 5 days of
the informal decision.
Appeal : must be appealed in writing to representative’s
office and include the entire grievance file.
Benefits of Grievance System
 Benefits of Grievance System ….
Probably the principal benefit of any grievance system is that it
encourages human problems, which can affect performance, morale
and discipline, to be brought into the open so that management can
learn about them and take corrective measures.

Important benefits of the grievance systems are as

follows:
1. help knowing employee problems.
2. Control these problems at initial stages.
3. Encourage solution of these problems before they become
serious.
4. Prevent future problems.
 Benefits of Grievance System
5. Give employees emotional release from their dissatisfactions.
6. Provide a check and balance on illogical management actions.
7. Help establishing and maintaining a working relationship in the
group.
 Grievances Addressed
Happy Moments (Rarely Comes)
 References:
1. Pigors, P. and Myers, C.S. (1977), Personal
Administration, 8th Edition, Maidenhead: McGraw-Hill.
2. The Termination Handbook, Curtin University of
Technology, (www.curtin.edu.au)
3. www.wikipedia.org/wiki.grievance
4. www.google.com