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© 2010 Jones and Bartlett Publishers, LLC
Umiker's Management Skills for the New Health
Care Supervisor, Fifth Edition
Charles McConnell
© 2010 Jones and Bartlett Publishers, LLC
Chapter 23
Complaints, Grievances, and Complaints, Grievances, and
AppealsAppeals
© 2010 Jones and Bartlett Publishers, LLC
Complaints --
-- are a significant source of
feedback from both internal and
external customers. Legitimate or
otherwise, complaints are signs that
somewhere something is probably
wrong and in need of attention.
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The role of the supervisor --
-- is to respond effectively and
promptly to both legitimate and
imagined complaints. Doing so
avoids formal, and often costly,
grievances and legal action.
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Naive listening
Naive listening is nothing more than
listening as though one is meeting
these people for the first time,
without preconceived notions.
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For Handling Complaints
Listen carefully. The initial complaint
is often only a trial balloon to see how
you will react.
Investigate. Is the complaint
legitimate?
Choose what, if any, action is needed
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For Handling Complaints
Inform the complaining employee about
your findings and what you propose to do..
Implement your decision.
Follow up on implementation.
Record what has happened, retaining
sufficient documentation to be useful
should the particular complaint arise again.
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For Salary Controversies
• Do not overrate employees or make unrealistic promises.
• Know what competitors are paying (work through human resources).
• Try to get more pay for your best performers by other means, such as promotions, etc.
• Let employees blow off steam about pay. Be empathetic.
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For Salary Controversies
• Refuse to discuss salaries of other
employees. An individual’s rate of pay is
personal information.
• Do not practice favoritism, and try to
avoid even the appearance of favoritism.
• Know exactly how salary increases are
determined in your organization.
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“End-Running” the Supervisor
End-running occurs when employees
bypass you and carry their gripes
directly to your manager.
If the manager is acting properly, the
complaining employees will be sent
back down to the supervisor with
instructions to follow proper channels.
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“End-Running” the Supervisor
The manager who listens to end-running
employees and acts upon information
obtained this way is severely
undermining the supervisor’s authority.
Your employees need to understand that
you are always the first step when they
wish to carry complaints to management.
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“End-Running” Your Manager
What holds for your employees
holds for you; carrying your
complaints to your “boss’s boss”
potentially compromises your
manager and diminishes you in your
manager’s regard.
© 2010 Jones and Bartlett Publishers, LLC
Dealing with Chronic Complainers
Apply active listening.
Listen for their main points
Direct your attention more at their
feelings than at the object of their
complaints.
Stop them when they start repeating or if
they try to move to another topic.
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Dealing with Chronic Complainers
Avoid arguments Force them to help solve the problem. Encourage them to research their
problems. Be honest when you say what you can
and will do or what you cannot do. When solutions are beyond your
control, say so
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Appeals and Grievances
“Appeal” and “Grievance” are equivalent
in terms of intent and results. As used
here, “grievance” applies primarily to a
unionized setting while “appeal” applies
mostly to a non-union setting. This
distinction is made because of the
widespread use of “grievance” in labor
contracts.
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Sexual Harassment
Sexual harassment is a serious
ongoing problem because of the
legal costs, reduced productivity
and morale, and increased
absenteeism or turnover that it may
cause.
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Sexual Harassment: Quid Pro Quo
Quid pro quo harassment occurs when
an employee is expected to give in to
unwanted sexual demands to secure
some benefit or advantage or to avoid
suffering the loss of job or some tangible
job benefit for refusing to give in to such
demands.
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Sexual Harassment: Hostile Work Environment
When an employee is exposed to
sexually-oriented verbal, visual, or
tactile activities: sexual language,
innuendoes, jokes, etc. Also provocative
gestures, certain , letters, notes, or
graffiti. Plus touching, patting, etc.
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Sex Discrimination
Under Title VII of the Civil Rights Act
of 1964, sexual harassment is
identified as a form of sex
discrimination.
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For a Sexual Harassment Complaint
Listen carefully to the complaint.
Investigate as soon as possible.
Confront the harasser.
Document the meeting.
Get back to the complainant.
Report to your superior and human
resources
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When You Are Harassed
Do not encourage the person, but do not remain silent.
Clarify your position and what you expect out of the relationship.
If it continues, review your personnel policy and follow the recommended procedure
Warn the individual that if he or she persists, you will report the harassment.
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When You Are Harassed
Document each episode. Get witnesses, if
possible.
If you filed a complaint and it was not
handled to your satisfaction, notify human
resources.
If you remain dissatisfied, file a formal
complaint with the appropriate agency.