Discipline & Grievance Management

8/13/2019 Discipline & Grievance Management

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It is the training that corrects, moulds, strengthens orperfects individual behaviour.

It is control gained by enforcing obedience.

It is punishment.

Discipline is the force that prompts an individual or agroup to observe the rules, regulations and procedureswhich are deemed to be necessary to the attainment ofan objective.


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Positive

Employer employsa constructive

force to secure itscompliance

Adherence to rules& regulations bythe employees

Negative

Employer appliespenalty forviolation.

Non-Adherence torules by employees
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To obtain a willing acceptance of the rules regulations& procedures of an organization

To develop a spirit of tolerance & a desire to makeadjustments among the employees

To give & seek direction

To create an atmosphere of respect for human relations

To increase working efficiency morale of employees

To impart an element of certainty


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Indiscipline means the violation of formal orinformal rules & regulations in an organization.


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Ineffective leadership to control, coordinate &

motivate workers

Low wages & poor working conditions

Lack of timely redressal or workers grievances

Lack of defective grievance procedure

Political influence


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Discipline rules should be framed in cooperation with theemployees

Rules & regulations should be appraised at regular intervals

Rules should be flexible

Rules must be uniformly enforced for their proper acceptance

Rules must be carefully communicated

Every kind of disciplinary penalty should be recorded

Disciplinary actions should be taken in private

Punitive actions must satisfy the principle of natural justice


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HUMANRELATIONSAPPROACH

HUMANRESOURCESAPPROACH

GROUPDISCIPLINEAPPROACH

THE LEADERSHIPAPPROACH

Acts ofindiscipline dealtfrom the viewpoint of humanvalues

Employee ishelped to correcthis deviations

Analyses causeof indisciplinefrommanagementactivities

Corrective stepstaken by themanagement

Group as awhole setsstandards ofdiscipline &punishments

Trade unionsalso act asagencies inmaintainingdiscipline

Disciplinarycases are dealton the basis oflegislations &court decisions


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Debate on the problem of industrial discipline held byIndian Labour conference in 1957

Code of Discipline drafted by the sub-committee was

proposed by Central Organizations of workers andemployers at the !6thsession of Indian Labour Conferencein 1958

Operative from June, 1958


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No strike or lockout without proper notice

No unilateral action

No recourse to go slow tactics

Acts of violence, coercion should not be resorted to

Existing machinery for settlement of disputes should beutilized

Awards & agreements should be speedily

implemented


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PART I: To maintain discipline in industryA just recognition by employers & workers of the rights & responsibilities of

either partiesA proper & willing discharge by either party of its obligation

PART- II: To ensure discipline in industry, management & union(S) agreeUtilization of existing machinery for settlement of disputes

No strike without noticeEstablish a mutually agreed grievance procedureEducate management personnel regarding their obligations to each other

PART- III: Management agreesNot to increase work load unless agreed uponPrompt action for settlement of grievanceNot to support any unfair labour practices

PART- IV: Unions agreeNot to permit demonstrations which are not peacefulTo discourage unfair trade practicesThat their members will not engage in union activity during working hours


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Many factors prevail in industry whichmake a worker unhappy or dejected(

Fellow workers) A well defined grievance procedure is

an important element of a soundindustrial relations machinery

Prompt and effective disposal of workersis the key to industrial peace


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According to Michael J. Jucius, the termgrievance means any discontentordissatisfaction, whether expressed or not andwhether valid or not, arising out of anythingconnected with the company that an employee

thinks , believes or even feels , is unfair, unjust, orinequitable.

Keith Davis has defined grievance as any real orimagined feeling of personal injustice which anemployee has concerning his employmentrelationship.


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Violation of managements responsibilitysuch as poor working conditions

Violation of companys rules andpractices

Violation of collective bargaining

agreement Violation of labor laws

Violation of natural rules of justice suchas unfair treatment in promotion


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The discontentment arises out of

something connected with theorganization

A grievance may be expressed or

implied The discontent may be rational or

irrational


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The sources can be divided into threeheads:

1. Grievances resulting from ManagementPolicies

2. Grievances resulting from Working

Conditions

3. Grievances resulting from personalfactors


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1. Grievances resulting from ManagementPolicies

Wage rates or scale of pay Overtime

Leave

Transfer-improper matching of workerwith the job


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Seniority, promotion and discharges

Lack of career planning and employee

development plan Lack of role clarity

Lack of regard for collective agreement

Hostility towards a labor union Autocratic leadership style of supervisors


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2. Grievance resulting from workingconditions

Unrealistic work timings Non-availability of proper tools, machines

and equipment for doing the job

Tight production standards

Bad physical conditions of workplace

Poor relationship with the supervisor

Negative approach to discipline


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3. Grievances resulting from personalfactors

Narrow attitude Over ambition

Egoistic personality


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1. Directive Observation

2. Grip Boxes3. Open Door policy

4. Exit Interview


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A good manager should be a goodobserver

Knowledge of human behavior is requisite

quality of every good manager From the changed behavior of employees,

he should be able to sense the grievancesand their causes

Apart from the normal routine, periodicinterviews with the employees, groupmeetings and collective bargaining are thespecific occasions where direct observationcan help in unfolding the grievances


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Boxes like suggestion boxes andcomplaint boxes are placed at easily

accessible spots The employees can file anonymous

complaints about their dissatisfaction

It gives a fearless, free and fair views


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Open door policy demands that theemployees, even at the lowest rank,

should have easy access to the chiefexecutive to get his grievancesredressed


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Higher employee turnover is a problem ofevery organization. Employees leave theorganization either due to dissatisfaction or

for better prospects Exit interview is an effective tool to know

the reasons for dissatisfaction

Properly conducted exit interviews canprovide significant information about thestrengths and weaknesses of theorganization and can pave way for furtherimproving the management policies for itslabor force


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Effective grievance procedure in theorganization

Flexible procedure

Simple


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A grievance should be dealt with in the firstinstance at the lowest level

It must be made clear to the employee

what line of appeal is ; he should be able tocontact the next line of superior in case heis dissatisfied

Grievances should be dealt with speedily

The grievance procedure should be set upwith the participation of the employeesand it should be applicable to everyone inthe organization


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A grievance is the embryo of moreserious trouble to come because

accumulation of minor grievances maylead to major explosions


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Since prompt and effective handling ofgrievances is the key to industrial peace,it calls for a systematic procedure of

handling grievances for the just andspeedy disposal of grievances. Thegrievance procedures for redressing thegrievances of employees can beclassified categories:

Open Door Policy

Step- Ladder Procedure


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The employees are free to meet the topexecutives of the organization and gettheir grievances redressed

Suitability:

Effective in a small organization


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Not suitable for a large organization wherethe top executives are too busy in other

matters It makes the lower level and the middle

level executives feel bypassed whichcomplicates the human relations problem

Top Management is not too familiar withthe working conditions of the operativeemployees

Employees may hesitate to go to topexecutives with their grievances


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The aggrieved employee has toproceed step by step in getting his

grievance heard and redressed. He moves from one level to the other if

he is not satisfied in the process


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Step 1: Filing of Written Grievance

Step 2: Address to the supervisor or foreman

Step 3: Address to the HOD

Step 4: Address to the Joint Grievance Committee

Step 5: Address to the Chief Executive

Last Step: Voluntary Arbitration


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Discipline & Grievance Management

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