Page 194 - DMGT516_LABOUR_LEGISLATIONS

Unit 7: Dispute Resolution and Industrial Harmony

4. Handle each case within a time-frame. Notes
5. Examine company provisions in each case. Identify violations, if any. Do not hold back the
remedy if the company is wrong. Inform your superior about all grievances.

6. Get all relevant facts about the grievance. Examine the personal record of the aggrieved
worker. See whether any witnesses are available. Visit the work area. The idea is to find
where things have gone wrong and who is at fault.
7. Gather information from the union representative, what he has to say, what he wants, etc.
Give short replies, uncovering the truth as well as provisions. Treat him properly.

8. Control your emotions, your remarks and behaviour.
9. Maintain proper records and follow up the action taken in each case.
Glueck refers to the following measures to reduce grievances:
1. Reduce the causes of grievances such as bad working conditions or adopt a less employer-
oriented supervisory style.
2. Educate managers on contract provisions and effective human relations oriented grievance.
3. Quickly and efficiently process all grievances.

4. Encourage supervisors to consult personnel and other supervisors before processing
grievances to get the best advice and improve effectiveness in the grievance process.
Objectives of a Grievance-Handling Procedure

Jackson (2000, 11) lays down the objectives of a grievance-handling procedure as follows:
1. To enable the employee to air his/her grievance
2. To clarify the nature of the grievance
3. To investigate the reasons for dissatisfaction

4. To obtain, where possible, a speedy resolution to the problem
5. To take appropriate actions and ensure that promises are kept
6. To inform the employee of his or her right to take the grievance to the next stage of the
procedure, in the event of an unsuccessful resolution.
Legal Framework: Sec. 9C of Industrial Disputes Act, 1947 (inserted in 1982), provides for the
setting up of Grievance Settlement Authority. In every establishment where 50 or more workmen
are employed, for settlement of industrial dispute connected with an individual workman. In
terms of the said section, where an industrial dispute connected with an individual workman
arises, a workman or any trade union of workmen of which such workman is a member refer the
dispute to the Grievance settlement Authority provided for by the employer. The Grievance
Settlement Authority provided for by the employer. The Grievance Settlement Authority shall
follow such procedure and complete its proceedings within such period as may be prescribed.
The section also provides for referring the dispute to a Conciliation Board or a Labour Court or
an Industrial Tribunal, or to an Arbitrator, if the decision of the grievance settlement authority
is not acceptable to any of the parties to the dispute. It is, however, important to note that this
section has not been enforced so far.

Grievance Interview: Grievance resolution may quite often involve a personal interview with
the aggrieved employee. Grievance interview serves several purposes as, for instance, bringing
the concealed feelings to the surface, narrowing down the issues and making the problem more
explicit and clear. It also helps in getting confirmation from the employee that the interpretation

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