Page 198 - DMGT516_LABOUR_LEGISLATIONS

Unit 7: Dispute Resolution and Industrial Harmony

committee representing management and the recognized union. The constitution of the Notes
committee should have a provision that in case no unanimous decision is possible, the unsettled
grievance may be referred to an arbitrator.

Did u know? Key Features of a Good Grievance-Handling Procedure
Torrington and Hall (p.539) refer to four key features of a grievance-handling procedure:
1. Fairness: Fairness is needed not only to be just but also to keep the procedure viable,
for if employees develop the belief that the procedure is only a sham, then its value
will be lost, and other means sought to deal with the grievances. This also involves
following the principles of natural justice, as in the case of a disciplinary procedure.
2. Facilities for representation: Representation, e.g. by a shop steward, can be of help
to the individual employee who lacks the confidence or experience to take on the
management single-handedly. However, there is also the risk that the presence of
the representative produces a defensive management attitude, affected by a number
of other issues on which the manager and shop steward may be at loggerheads.
3. Procedural steps: Steps should be limited to three. There is no value in having more
just because there are more levels in the management hierarchy. This will only
lengthen the time taken to deal with matters and will soon bring the procedure into
disrepute.
4. Promptness: Promptness is needed to avoid the bitterness and frustration that can
come from delay. When an employee 'goes into procedure,' it is like pulling the
communication cord in the train. The action is not taken lightly and it is in anticipation
of a swift resolution. Furthermore, the manager whose decision is being questioned
will have a difficult time until the matter is settled.

Discovery of Grievances

Knowledge about grievance is important in handling them. Upward channels of communication
provide the dependable sources for discovery of grievances. One can also come to know about
grievances through gossip and grapevine or through unions. It is always preferable to have first
hand knowledge based on observation and through direct communication from the employee
concerned. Some of the important ways of discovering grievances are briefly outlined here:
1. Direct observation: A good manager can usually track the behaviours of people working
under him. If a particular employee is not getting along with people, spoiling materials
due to carelessness or recklessness, showing indifference to commands, reporting late for
work or is remaining absent - the signals are fairly obvious. Since the supervisor is close
to the scene of action, he can always spot such unusual behaviours and report promptly.
2. Grievance procedure: A systematic grievance procedure is the best means to highlight
employee dissatisfaction at various levels. Management, to this end, must encourage
employees to use it whenever they have anything to say. In the absence of such a procedure,
grievances pile up and erupt in violent forms at a future date. By that time things might
have taken an ugly shape, impairing cordial relations between labour and management.
If management fails to induce employees to express their grievances, unions will take
over and emerge as powerful bargaining representatives.
3. Gripe boxes: A gripe box may be kept at prominent locations in the factory for lodging
anonymous complaints pertaining to any aspect relating to work. Since the complainant
need not reveal his identity, he can express his feelings of injustice or discontent frankly
and without any fear of victimisation.

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