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Unit 7: Dispute Resolution and Industrial Harmony




          According to Nair and Nair the following cases may be there behind the employees' grievances:  Notes
          1.   Organisational aspects: Organisational structure, policy plans and procedure.
          2.   Informational aspects: Ignorance about company rules, regulations, promotion policies,
               career prospects, transferability, etc.
          3.   Human aspects:  A  variety of reasons, the  major ones  being poor mental health  and
               attention. Jackson (p.5) traces the causes of grievances as arising from the following issues:

               (a)  Working environment, e.g., light, space, heat
               (b)  Use of equipment, e.g., tools that have not been properly maintained
               (c)  Supervisory practices, e.g., workload allocation
               (d)  Personality clashes and other inter-employee disputes (work-related or otherwise)

               (e)  Behaviour exhibited by managers or other  employees, e.g.,  allocation of  'perks'
                    such as Sunday overtime working  and harassment,  victimisation and  bullying
                    incidents
               (f)  Refused requests, e.g., annual leave, shift changes
               (g)  Problems with pay, e.g., late bonus, payments, adjustments to overtime pay
               (h)  Perceived inequalities  in  treatment: e.g. claims  for equal  pay,  appeals  against
                    performance-related pay awards
               (i)  Organisational change, e.g., the implementation  of revised company policies  or
                    new working practices.
          The authors stress that all these causes should be investigated to achieve the following twin
          objectives:

          1.   Redress the grievances of the complainant
          2.   Initiate remedial steps to prevent recurrence of similar grievances in the future

          Effect of Grievance

          Grievances can  have several effects which are essentially adverse and counter productive to
          organizational purpose.

          The adverse effects include:
          1.   Loss of interest in work and consequent lack of morale and commitment
          2.   Poor quality of production
          3.   Low productivity

          4.   Increase in wastage and costs
          5.   Increase in employee turnover
          6.   Increase in absenteeism
          7.   Increase in the incidence of accidents

          8.   Indiscipline
          9.   Unrest






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