1. SUBMITTED BY:-
Prabhleen Kaur
Jasween Kaur
Komal Choudhary
Sujata Rawat

2. A Grievance is a type of discontent which must always be
expressed. It can be valid or ridiculous but must grow out
of something connected with company’s operations or
policy. It must involve an interpretation or application of
the provisions of the labor contract. Edwin B. Flippo
 The complaints affecting one or more individual workers
in respect of wage payments, overtime, leave, transfer,
promotions, seniority, work assignment and discharge
constitute grievances. The National Commission on
Labor

3.  Grievances arise out of the perceived injustice or unfair
treatment felt by the aggrieved employee.
It is the state or feeling of discontent or dissatisfaction
about any aspect of an organization.
The cause of a grievance may be real or imaginary, serious
or inconsequential, genuine or fake, legitimate or irrational.
A Grievance may be voiced or unvoiced. But it should be
expressed in some form, normally in written form.
It must arise only out of the job of the employee in the
company and not out of family or personal issues.

4. MANAGERIAL CONDITIONS
 Pay Scale or Wage rates
 Overtime
 Benefits – Promotions, Incentives,
Seniority and Discharges.
 Lack of role clarity
Autocratic Leadership style of
supervisors.
 Lack regards for collective
agreement.

5. WORKING CONDITIONS
 Unrealistic
 Non availability of proper tool,
machines and equipments for doing
the job.
Tight production standards
Bad working conditions
 Poor relationship with the
supervisor.
 Negative approach to discipline.

6. PERSONAL FACTORS
 Narrow attitude
 Over ambition
 Egoistic Personality
 Non- cooperative.
Personal Problems outside factory

7. 1. On Production
 Low quality of production, Low productivity,
Increase in wastage, Increase in cost of production.
2. On Employees
 Increased absenteeism, Reduction in level of
commitment, Increase in accidents, Reduced level of
employee moral.
3. On Managers
 Strained superior- subordinate relations, Need for
increased supervision/control and follow up,
Increase in unrest.

8. Observat
-ions
Grip
Boxes
Exit
Intervi-
ew
Open
Door
Policy

9. 1. OBSERVATION
Knowledge of human behavior is requisite quality
of good manager. From the changed behavior of
any employee , he should snuff the causes of
grievances, without its knowledge to the employee.
2. GRIP BOXES
The suggestion boxes, for instance are placed at
easily accessible spots to most employees in the
organization. The employees can file anonymous
complaints about their dissatisfaction in these
boxes.

10. 3. OPEN DOOR POLICY
Most of the organizations still don’t practice this but
open door policy demands that the employees, even at
the lowest rank, should have easy access to the Chief
Executive to get his grievances redressed.
4. EXIT INTERVIEW
These interviews are conducted to know the reasons
for leaving the job. Properly conducted exit interviews
can provide significant information about the
strengths and weaknesses of the organization and can
pave way for further improvements.

11. The objective of this procedure is to
provide an opportunity for an
employee to raise formally an
individual grievance on matters
relevant to his/her employment or
conditions of service where the
normal and customary channel of
discussion with their direct supervisor
has been unable to resolve the issue.

12. STAGE :- 1
The aggrieved employee makes a written or oral
representation to the frontline supervisor, seeking
settlement of his grievance, and if the redressal efforts
fail, the issue goes to the next stage.
STAGE :- 2
In this stage, the labor officer is involved in the
process. He acts as a mediator between the aggrieved
employee and the supervisor in arriving at a
settlement.
STAGE :- 3
Higher levels may involved depending upon the issue.

13.  Legally Sustainable
 Mutually Acceptable
 Easily understandable
 Highly flexible
 Sufficiently Knowledgeable

14. DO :-
 Investigate and handle each case very promptly.
 Talk with the employee, give the person a full hearing.
 Require the union to identify specific contractual provisions
allegedly violated.
 Comply with the contractual time limits for handling the
grievance.
 Visit the work area of the grievance.
 Determine whether there were any witnesses.
 Examine the grievant personal record.
 Fully examine prior grievance records.
 Hold your grievance discussions privately.
 Fully inform your own superiors.

15. DON’T :-
 Discuss the case with the union steward alone.
 Hold back the remedy if the company is wrong.
 Admit to the binding effect of a past practice.
 Relinquish (to give up) to the union your rights as a
manager.
 Settle grievances based on what is fair. Instead, stick
to the labor agreement.
 Bargain over items now covered by the contract.
 Give long written grievance answers.
 Trade a grievance settlement for a grievance
withdrawal.
 Deny grievances because of management pressures.
 Agree to informal amendments in the contract.

16.  Enables the management to know the
pulse of its employees.
 Provides a channel to the aggrieved to
express their grievances.
 Provides clues about the behavior and
attitude of the managers and
supervisors towards their subordinates.
 Gives an assurance to the employees
about the existence of a mechanism for
the prompt redressal of their grievance.
 Keep up the morale of the employees.