Post on 13-Jan-2017
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Employee Grievance handling & redressal
Concepts Grievance is any dissatisfaction or feeling of injustice in connection with one’s employment situation that is brought to the attention of management.
Features of grievance Reflects dissatisfaction or discontent or a feeling of injustice with any aspect of the organization
The dissatisfaction must arise out of employment and not from personal or family problems
The dissatisfaction can arise out of real or imaginary problems
A grievance arise only when an employee feels that injustice has been done to him
The dissatisfaction may be expressed or implied
Features of grievance The grievance result from perceived non fulfillment of one’s expectations from the organization
Grievance, if not redressed in time tend to lower morale & productivity.
Causes of grievances1. Employment conditions
2. Effect of trade unions
3. Difference of opinions
4. Social injustice
5. Adherence to rules
6. Psychological reasons
Effects of grievance Sense of frustration, disloyalty & non cooperation among workers
Loss of interests in work
Effects on quantity & quality of work
Indiscipline – absenteeism, violence & strikes
Importance of grievance handling
Encourages human problems to be brought out Gives an opportunity to the workers to solve their problems Management can know about the attitude of the superiors Boosts employee morale Develops good group culture Managers & supervisors will be tend to give more importance to human aspects
Steps Nature of grievance should be defined, expressed & described as early as possible
All the relevant facts should be gathered
Management should prepare a list of alternative solutions
Best solution should be selected by studying all the tentative solutions
Convey the final decision
Follow up action
Discovery of grievances Observation
Grievance procedure
Exit interview
Opinion surveys
Gripe boxes
Open door policy
Conformity with existing legislation Acceptability Unambiguity Simplicity Promptness
Training
Follow-up
Machinery for redressal of grievances
Aggrieved employee
Front line supervisor Union representative
Middle management Middle level union leader
Top management Top union leaders
Arbitration
Model procedureVerbal presentation of grievance to the officer designed – 48 hrs – head of the department – action within 3 days or the reason of delay should be conveyed – grievance committee – 7 days – unanimous decision can be implemented & in case of difference of opinion – refer to manager – 3 days – if not satisfied appeal for revision along with the union (7 days) – voluntary arbitration
Grievance legislation The industrial employment (Standing orders) act 1946
The factories act 1948
Industrial disputes act 1947
Discipline A force that promotes individuals or groups to observe the rules, regulations & procedures which are deemed to be necessary for the effective functioning of the organization
Essentials of a good discipline system
Proper understanding of the rules
Documentation of the misconduct
Training of supervisors
Quick action
Properly defined procedure
Fair action
Tactful disciplinary action
Impersonal discipline
Reviews & revisions
Types of discipline Negative discipline
Positive discipline
Acts of misconduct Minor offenses
Major offenses
Intolerable offenses
Punishments1. Minor punishments
- Verbal Reprimand
- Written reprimand
- Loss of privileges
- Fine
Punishments2. Major Punishments
-Withholding increments
-Demotion
-Discharge
-Dismissal
Factors contributing to indiscipline
Lack of consistency
Absence of code of discipline
Policy of divide & rule
Faulty supervision
Neglect of personal problems of employees
Delay in settling grievances
Procedure for disciplinary action
Preliminary investigation Issuing a charge sheet Consideration of explanation Show cause notice Suspension of the employee Notice of enquiry Holding of the enquiry Recording the findings of the enquiry Making a final order of punishment Follow Up
Code of discipline Obligations to be observed by the management
Obligations to be observed by trade unions
Principles binding both parties
Standing orders Specify the responsibilities of employers and workmen Industrial employment standing orders Act 1946 Regulate conditions of recruitment, discharge, disciplinary action & holidays of workers employed
The employer has to draft a standing order within 6 months of the establishment becoming eligible & submit the same to the certifying authority.
It should be same as the model standing orders It will be sent to all recognized trade unions & adjudicates the differences
The certified standing order can’t be altered for 6 months
Items in standing orders
Classification of workmen
Workmen’s ticket & register
Manner of notification of period of hours of work, holidays, pay days & wage rates
Shift working
Attendance & late coming
Items in standing orders
Procedure to apply leave & the authority to authorize
Closing & reopening, temporary stoppages,
Termination of employment & notice of the same
Disciplinary action for misconduct
Complaints
Retrenchment Termination of the services of the employees because of the replacement of labour by machines or closure of a department due to continuing lack of demand for the product manufactured in the department.
Entitles the employees to compensation which in terms of section 25(f) of Industrial disputes act 1974 – 15 days average pay for every completed year of continuous service.
Suspension When the charge of indiscipline is grave the employee will be served a suspension order
Industrial employment standing orders Act 1946, - the suspended employee is to be paid a subsistence allowance equal to one half of his wages for 90
Three fourth of the wages for the remaining days
Dismissal Permanent disciplinary action
Reasons that lead to dismissal
1. Excessive absenteeism
2. Serious misconduct
3. False statement of qualification
4. Theft of the company property
Participative Management
A system where workers and management share important information with each other and participate in decision making.
Some of the examples are joint management councils, worker representative in the company board of directors etc.
Objectives Increasing productivity Ensure human dignity – get a respectable status to employees
Satisfying the workers Provide sense of belonging, pride & accomplishment Achieve industrial peace, better relations & increased cooperation
Develop leaders from within Provide employees better understanding of their role
Concept of participation Participation in decision making
Actual decision making
Control over decision making
Forms of participation Discussions
Group decision making
Labour management cooperation
Suggestion systems
Employee’s representation on board of directors
Work committees 1947 Industrial disputes Act More than 100 employees No. workers = no. employers Discuss matters of common interest Wide acceptance till 1953 The scope of the committee was confusing 1959, Indian Labour conference specified the areas Conditions of work, amenities, safety, administration of welfare funds, educational & recreational activities
Wages & allowances, bonus & profit sharing, rationalization of work load, retrenchment
Reasons for the failure Workers not satisfied with the scope
Suspicion from the trade unions
Employer referred only those areas of their personal interest to the work committee
Inter union rivalries
Recommendations are advisory in nature
Joint Management Council
1956, industrial policy resolution – highlighted the importance of worker’s participation
Five year plan
Government appointed a study group to understand the practices in other countries
1958 – recommendations for joint management council was made
Joint Management Council
It’s a voluntary body
Introduction of joint management council is at the discretion of the employers and employees
Equal number of workers & employers
Workers number should not be more than 12
The unit must employ 500 worker
Should have an established workers union
Must have good industrial relations
Functions Information sharing
Consultative
Administrative
Reasons for the failure Workers not happy with the scope
Management not prepared to give information
Trade union acceptance problems
Middle level & supervisors acceptance problems
Absence of representative trade union
HRIS It is a system designed to supply information to the human resource management, to help them in managing people efficiently and effectively.
Need for HRIS Large organization and greater number of manpower – labour problems
Geographically dispersed organizations
Complicated salary packages
Increased number of labour laws & statutory requirements
Maintenance & retrieval of employee files
Important uses of HRIS HR planning & analysis (manpower inventory, requirements, skills, turnover analysis, absenteeism analysis, placements, job matching, j.d., workforce utilization)
HR development (employee profiles, training, succession planning, career planning)
Staffing (sources of recruitment, application tracking, job offer, refusal analysis)
Important uses of HRIS Compensation ( pay structure, compensation administration, incentive plans analysis, legal regulations implementation)
Performance appraisal (competency records, comparison actual performance with standards)
Health, safety & security (safety training, accident records, health records, compliance with acts)
Labour relations (union negotiation records, attitude survey results, exit interview analysis, employee job history)
Process of HRIS Data Collection
-Procurement function
-Development function Remuneration function
-Maintenance functions
-Integrity functions
Data Management Processing operations (classification, analysis, summarizing & editing of data)
Storage of data (Indexing, coding, Filing)
Retrieval of data
Evaluation
Dissemination
Designing HRIS System Analysis
System design
System Engineering
System testing & implementation
System monitoring & evaluation
Computerized HRIS It is designed to monitor, control & influence the movement of people from the time they join the organization till the time they separate from the organization.
Advantages of computerized HRIS
Clear definition of goals
Reduction in time & cost for storing hr data
Availability of timely & accurate information
Development of performance standards for HR department
Better career planning & counseling
Better individual development
Advantages of computerized HRIS
Better problem solving
Implementation of training programs based on the requirements of the organizational goals
Faster response to changing statutory requirements and environments
High status of HR function due to its capability for strategic planning