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Managing the grievance handling process

  2. INTRODUCTION A grievance is any dissatisfaction or feeling of injustice having connection with one’s employment situation which is brought to the attention of management. Speaking broadly, a grievance is any dissatisfaction that adversely affects organizational relations and productivity. To understand what a grievance is, it is necessary to distinguish between dissatisfaction, and complaint: 1. Dissatisfaction is anything that disturbs an employee, whether or not the unrest is expressed in words. 2. Complaint is a spoken or written dissatisfaction brought to the attention of the supervisor or the shop steward.
  3. TYPES OF GRIEVANCES 1. General Grievance: The General Grievance is a grievance that affects a group of employees. Examples of general grievances would be a wage cut or a retrenchment exercise that could involve several employees or the entire workforce. Handling General Grievances require frequent and regular communication and information-sharing with employees to minimize any misunderstanding.
  4. 2. Individual Grievance: The Individual Grievance is a grievance affecting one employee and requires a one-to-one approach. Examples of Individual Grievances would include an employee who feels discriminated in a promotion exercise or a case of sexual harassment. The handling of Individual Grievances begins the moment the employee raises the grievance either through walk-in meeting with the immediate supervisor or in writing, using a Grievance/Complaint Form.
  5. Benefits of a Grievance Handling Procedure: The following benefits that will accrue to both the employer and employees are as follows: It encourages employees to raise concerns without fear of reprisal. It provides a fair and speedy means of dealing with complaints. It prevents minor disagreements developing into more serious disputes. It saves employers time and money as solutions are found for workplace problems. It helps to build an organizational climate based on openness and trust.
  6. Steps in Grievance Handling Procedure: 1) Acknowledge Dissatisfaction 2) Define the Problem 3) Get the Facts 4) Analyse and Decide 5) Follow up Key Features of a Good Grievance Handling Procedure: 1) Fairness 2) Facilities for Representation 3) Procedural Steps 4) Promptness
  7. OBJECTIVES OF THE STUDY • To know whether the employees are satisfied with the present method of handling grievances. • To know whether there is a need for a grievance handling procedure in the organization. • To enable the employee to air his/her grievance. • To investigate the reasons for dissatisfaction. • To take appropriate actions and ensure that promises are kept.
  8. RESEARCH METHODOLOGY Type of Study: Qualitative Type of Research Population: 621 employees in BGL - Faridabad plant Sampling Size: 50 employees Sampling Method Convenient Sampling technique Types of data and resources: Secondary (ONLY): Journals, websites, References.
  9. DATA ANALYSIS AND INTERPRETATION 1. The Organization is facing Critical Employee Grievance Issues. 40% 60% Critical Employee Grievance Issues Yes No
  10. 2. Can you elaborate the Employee Grievance issues 53% 25% 22% Employee Grievance issues a) Valid Salary &Bonuses b) Transportation c) Leaves
  11. 3. Was the management co-operative with you or was there a change in their behavior towards you as an employee? 73% 27% Management Co-operation Yes No
  12. 4. What was the grievance that you had? And what was the reason behind such dissatisfaction? 47% 28% 25% Grievance towards which Factor a) Valid Salary &Bonuses b) Transportation c) Leaves
  13. 5. In how many days was the issue resolved? 11% 67% 22% Days taken to resolve issues a) Valid 2-3 days b) Within a week c) Within 10 days
  14. 6. Were you satisfied with the solution provided to you? 73% 27% Satisfied with the solution provided Yes No
  15. FINDINGS AND OBSERVATIONS 60% denied (NO) of any presence of critical employee grievance in the organization, though they agreed to the fact that petty issues are there complaints but they don't reach the level of being a grievance. 53% of the employees say that salary & bonus is one such issue wherein the employees have maximum dissatisfaction and most of the times they face grievances if not resolved properly. 73% respondents replied that the management was highly cooperative towards them for the grievance and made an honest attempt to resolve it at the earliest.
  16. 47% of respondents had the grievance towards salary & bonus being awarded to them. It was mentioned that the management took time to reach to a convincing figure. 67% of respondents said that their grievances were resolved within a week of their grievance being forwarded. 73% of respondents were satisfied and happy with the solution provided to them for the grievance.
  17. RECOMMENDATIONS  One of the areas which need greater attention from the management is "Salary & Bonus". Management should make the system of salary and other payments very brief and the concerned authorities should be made clear. This will enable the employees get their complaints attended immediately and have them resolved.  It is suggested that there should be greater interaction between the immediate supervisor or the HODs with their subordinates.  Finally, it is suggested that the background of the employees who have grievances should be analyzed and the grievances should be seen in that context.
  18. CONCLUSION To conclude and summarize the findings of this research, we find that the organization has a very well defined and laid down grievance procedure. A formal grievance procedure has the advantage that facts rather than perceptions speak for themselves. This ensures parity of individuals and objectivity as far as treatment from management is concerned. If both parties use the grievance procedure meticulously, then firmness would not be resented because the worker wants above all, "fairness" in treatment.
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