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Employee Grievances and

Disciplinary Actions

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  According to Michael Jucius, “ A grievance can be any

discontent or dissatisfaction, whether expressed or not,

whether valid or not, and arising out of anythingconnected with the company that an employee thinks,believes, or even feels as unfair, unjust, or inequitable.” 

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EMPLOYEE GRIEVANCE

Every employee has certain expectations, which he

thinks must be fulfilled by the organization he is

working for. When the organization failed to do this,

he develops a feeling of dissatisfaction. When an

employee feels that something is unfair in the

organization. He is said to have a grievance. 

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FORMS OF GRIEVANCES

Factual

Imaginary

Disguised

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CAUSES

1. Economic 

2. Work Environment

3. Supervision 

4. Work Group 

5. Miscellaneous 

.

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EFFECT 

If grievances are not identified and redressedproperly, they may adversely affect the workers,managers and the organisation.

Production

Employees Managers

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GRIEVANCE PROCEDURE It is a formal channel of communication used

to resolve grievances. Having a formalgrievance procedure has its own advantages.

Workers get a wonderful opportunity toventilate their feelings. Management can goback to the roots of a problem quickly.Supervisors, too, have to fall in line and listen

to workers’ complaints more seriously. A fairredressal mechanism would boost the moraleof all employees greatly.

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MODEL GRIEVANCEPROCEDURE

The model grievance procedure suggested by

the National Commission on Labour involves six

successive time-bound steps each leading to thenext, in case employees have any reason tocomplain against any issue affecting theirorganisational lives.

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MODEL GRIEVANCEPROCEDURE 

Procedure Time Frame

Appeal against within a week

Manager 3 days

Grievance Committee 7 days unanimous

HOD 3 days

Supervisor 48 hours

Foreman

Worker

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GRIEVANCE PROCEDURE IN

TATA (IRON AND STEEL)COMPANY

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STEPS IN THE GRIEVANCEPROCEDURE

  Identify grievances

Define correctly

Collect data

Analyse and solve

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GUIDELINES FOR HANDLINGGRIEVANCES

Treat each case as important

Talk to the employee directly

Handle each case within a time frame

Control your emotions

Maintain proper records

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DISCIPLINE 

In a restricted sense, it is the act of imposingpenalties for wrong behaviour (negative);broadly speaking, it is a condition of orderliness,

where employees willingly practice self controland respect organisational rules and codes ofconduct (positive).

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DISCIPLINE :THREEINTERPRETATION

Negative Discipline

Positive Discipline

Self Discipline and Control

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CAUSES OF INDISCIPINE

Absence of effective leadership

Unfair management practices

Communication barriers

Non-uniform disciplinary action

Divide and rule policies

Inadequate attention to personnel problems

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DISPLINARY ACTION

Issuing a letter of charge.

Consideration of explanation.

Show-cause notice. Holding of a full-fledged enquiry.

Making a final order of punishment.

Follow up.

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PUNISHMENT

Depending on the gravity of misconduct,management may initiate the punitiveactions against the employee who is found

guilty.

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SUSPENSION

Suspension means prohibiting an employeefrom attending work, preventing him from

discharging the duties assigned to him andwithholding the wages payable to him.

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DISMISSAL AND DISCHARGE

Dismissal may take place if the employerterminates the contract of employment, or if afixed contract of employment expires.

Relieving from all the responsibilities given toa person on the job and one he/she resignsfrom the duties, the charge (work) is given to

someone else in the Organisation.

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ESSENTIALS OF A GOODDISCIPLINARY SYSTEM 

  Rules and performance criteria

Documentation of facts

Consistent response to rule violations

Training of supervisors

Impersonal discipline

Reasonable penalty

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TOOLS FOR GRIEVANCE

HANDLING Open Door Policy

Suggestion Scheme

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CONCLUSION

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THANK YOU