3. Employees Grievances
Employee’s perception of unfair treatment on the job.
Lead to feelings of discontent or dissatisfaction
Mainly result from differences in employee expectations and
managerial practices relating to conditions of employment.
When Employee’s complaint is brought to the notice of
management, it becomes a grievance.
4. Types of Grievances
Based on fact.
They arise from nonfulfillment of service conditions and faulty
implementation of human resource policies.
Based on expectations of employees.
They arise from ambiguities in service conditions.
The organization is not obliged to fulfill such expectations.
Arise from hidden reasons which are ignored by organizations.
Eg. An employee complaining about working conditions may be
dissatisfied with a supervisor.
6. Causes of Grievances
Labour Union practices
8. Open Door policy
The employees are invited to walk-in any time and express their grievances
to higher levels of management.
The problem is resolved in a mutually satisfying way.
Some organizations adopt the counseling procedure for handling
They try to understand employee’s psychological and make him realize
where the problem lies.
Promotes upward communication from employees to management.
Suitable for small organizations.
It takes time and cost.
9. Legal Compliance
Management takes a legalistic view in handling grievances.
It strictly follows the contract with unions and employees.
The process of handling grievances is specified in the contract.
Generally, grievances are related to interpretation of the contract.
Simple to understand and easy to administer . However it ignores
grievances resulting from situations not provided in the contract.
10. Grievance Procedure
It is the formal organizational mechanism for dealing with employee grievances.
An employee can take his grievances to successively higher levels of management for redressed .
•(Appeal for revision)
•(Appeal for revision)
•Voluntary Arbitration (Third Party)
•(Referred for Arbitration)
11. Employee Discipline
Employee discipline is needed for effective human resource management.
No organization can be effective without discipline at all levels of employees.
Discipline regulates the behavior of employees.
It is necessary condition of orderly behavior.
Discipline implies orderliness . Discipline is the result of employee behavior.
It means adherence to rules, regulations, procedures and standards of acceptable
behavior in the organization.
12. Types of disciplinary problems(Causes)
Late for work
Leaving work without permission
Abuse of leave
Job Behavior Related
Drunk on the job
Destruction of property
Fighting on the job
Punching time card of others
Concealing Defective work
Outside activities related
Working for competing firms
Outside criminal activities
13. Guidelines in administering Discipline
Discipline should be corrective
The objective of disciplinary actions should be to correct undesirable of
the employees rather than punishment .
Discipline should be progressive
A typical progressive disciplinary action should be:
Oral warning , followed by Written warning , followed by Suspension ,
followed by demotion , followed by dismissal, as a last step.
Discipline should follow the ” hot stove ” rule(McGregor’s Rule)
Disciplinary actions should immediately follow the violation of discipline.
Employee should be given advance warning before initiating disciplinary action.
Disciplinary action should be fair . It should be consistent for the same type of offences.
Disciplinary action should be impersonal . It should be directed at the offence, not the
Allow employee to give explanation
Employee should be given an opportunity to explain his position before the disciplinary action is
initiated . He should be patiently heard.