Grievance handling procedure in Human Resources Management
Introduction
The grievances are extremely damaging and these require specific and appropriate redressal. If not, suddenly there can be many fold obstacles in the management. For special supervision of grievances there is need for a suitable method that can allow the efficiency step-by-step for efficient management of grievances. Grievance checking method is an organized process of examining the grievances in which step-wise the importance for supervision is determined. (Rucroft ,1995)
Figure 1. (Erik
van Vulpen ,2021)
Purposes
of Grievances
An employee is disappointed and maintains a grievance
when he suggests there has been a violation of his rights that his passions has
been threatened. This sense of grievance typically rises out of misconception
or misapplication of business policies and actions. (Nuzhath Khatoon ,2014)
Procedures
of Understanding employee grievances in HRM
Exit interview
Interviewing employees who have chosen to pull out the
company could announce a group about what is not clear to the naked eye. These
are highly effective as the corporation can develop to appreciate what issues
are been run into by the employees.
Opinion surveys
A survey could be offered to discover out how
employees go through about the firm about the work, their partners.
Gripe boxes
Gripe boxes may be stored at outstanding positions in
the factory for implanting anonymous complaints referring to any situation
concerning to work. Since the individual implanting the grievance need not
declare his existence, he can display his impressions of inequity or regret and
with no fear of deception.
Open door policy
This is a kind of walk in interview or meeting with
the executive when the employees can communicate his opinions about any
function assigned grievance. The producer can navigate investigate the details
of the complaint through many processes at his destruction.
Observation
Figure 2. (projects4mba ,2022)
Advantages
of a grievance redressal procedure
·
Implements the management to identify the
vibration of its employees by studying about their concerns and ideas and about
the policies and operations of the organization.
·
Requires a channel to the oppressed
representatives to communicate their grievances about different views of their
jobs.
·
Provides suggestions about the behavior
and point of view of the executives and supervisors towards their subordinates.
Conclusion
A grievance is any regret or disapproval, whether or
not given or not, whether legal cropping up out of everything associated with
the company which an employee expects believes or feel to be unlawful, unfair,
or discriminatory. Grievances may occur because of obstacles connected to
wages, general industry conditions, or owing to complications connecting to supervision.
Grievances redressal method allows a support to the employees about the
survival of a process for the efficient redressal of their grievance. (Obholzer A and Roberts VZ ,1994)
References
https://www.aihr.com/blog/grievance-procedure,Erik van Vulpen ,2021
(April 10, 2022) Define : Grievance. Retrieved
from https://www.projects4mba.com/define-grievance/99/
Nash
I, Jones S, Ecclestone K and Brown A (2008) Challenge and Change in Further
Education. A Commen-
tary
by the Teaching and Learning Research Programme. Institute of Education London:
TLRP.
Niedenthal
PM, Krauth-Gruber S and Ric F (2006) Psychology of Emotion: Interpersonal,
Experiential and
Cognitive
Approaches. London: Psychology Press.
Oatley
K and Jenkins JM (1996) Understanding Emotions. Oxford: Blackwell.
Obholzer
A (1994) Afterword. In: Obholzer A and Roberts VZ (eds) The Unconscious at
Work. London:
Routledge.
Obholzer
A and Roberts VZ (1994) The Unconscious at Work. London: Routledge.
Phillips
J and Stonebridge L (eds) (1998) Reading Melanie Klein. London: Routledge.
Roberts
S and Pruitt E (2003) Schools as Professional Learning Communities. London:
SAGE.
Rycroft
(1995) Critical Dictionary of Psychoanalysis. London: Penguin.
Samier
E and Schmidt M (eds) (2009) Emotional Dimensions Of Educational Administration
and Leadership.
New
York: Routledge.
Nash
I, Jones S, Ecclestone K and Brown A (2008) Challenge and Change in Further
Education. A Commen-
tary
by the Teaching and Learning Research Programme. Institute of Education London:
TLRP.
Niedenthal
PM, Krauth-Gruber S and Ric F (2006) Psychology of Emotion: Interpersonal,
Experiential and
Cognitive
Approaches. London: Psychology Press.
Oatley
K and Jenkins JM (1996) Understanding Emotions. Oxford: Blackwell.
Obholzer
A (1994) Afterword. In: Obholzer A and Roberts VZ (eds) The Unconscious at
Work. London:
Routledge.
Obholzer
A and Roberts VZ (1994) The Unconscious at Work. London: Routledge.
Phillips
J and Stonebridge L (eds) (1998) Reading Melanie Klein. London: Routledge.
Roberts
S and Pruitt E (2003) Schools as Professional Learning Communities. London:
SAGE.
Rycroft
(1995) Critical Dictionary of Psychoanalysis. London: Penguin.
Samier
E and Schmidt M (eds) (2009) Emotional Dimensions Of Educational Administration
and Leadership.
New
York: Routledge.
Nash
I, Jones S, Ecclestone K and Brown A (2008) Challenge and Change in Further
Education. A Commen-
tary
by the Teaching and Learning Research Programme. Institute of Education London:
TLRP.
Niedenthal
PM, Krauth-Gruber S and Ric F (2006) Psychology of Emotion: Interpersonal,
Experiential and
Cognitive
Approaches. London: Psychology Press.
Oatley
K and Jenkins JM (1996) Understanding Emotions. Oxford: Blackwell.
Obholzer
A (1994) Afterword. In: Obholzer A and Roberts VZ (eds) The Unconscious at
Work. London:
Routledge.
Obholzer
A and Roberts VZ (1994) The Unconscious at Work. London: Routledge.
Phillips
J and Stonebridge L (eds) (1998) Reading Melanie Klein. London: Routledge.
Roberts
S and Pruitt E (2003) Schools as Professional Learning Communities. London:
SAGE.
Rycroft
(1995) Critical Dictionary of Psychoanalysis. London: Penguin.
Samier
E and Schmidt M (eds) (2009) Emotional Dimensions Of Educational Administration
and Leadership.
New
York: Routledge.
Nash
I, Jones S, Ecclestone K and Brown A (2008) Challenge and Change in Further
Education. A Commen-
tary
by the Teaching and Learning Research Programme. Institute of Education London:
TLRP.
Niedenthal
PM, Krauth-Gruber S and Ric F (2006) Psychology of Emotion: Interpersonal,
Experiential and
Cognitive
Approaches. London: Psychology Press.
Oatley
K and Jenkins JM (1996) Understanding Emotions. Oxford: Blackwell.
Obholzer
A (1994) Afterword. In: Obholzer A and Roberts VZ (eds) The Unconscious at
Work. London:
Routledge.
Obholzer
A and Roberts VZ (1994) The Unconscious at Work. London: Routledge.
Phillips
J and Stonebridge L (eds) (1998) Reading Melanie Klein. London: Routledge.
Roberts
S and Pruitt E (2003) Schools as Professional Learning Communities. London:
SAGE.
Rycroft
(1995) Critical Dictionary of Psychoanalysis. London: Penguin.
Samier
E and Schmidt M (eds) (2009) Emotional Dimensions Of Educational Administration
and Leadership.
New
York: Routledge.
Nash I, Jones S, Ecclestone K and Brown A
(2008) Challenge and Change in Further Education. A Commen-
tary by the Teaching and Learning Research
Programme. Institute of Education London: TLRP.
Niedenthal PM, Krauth-Gruber S and Ric F
(2006) Psychology of Emotion: Interpersonal, Experiential and
Cognitive Approaches. London: Psychology
Press.
Oatley K and Jenkins JM (1996) Understanding
Emotions. Oxford: Blackwell.
Obholzer A (1994) Afterword. In: Obholzer A
and Roberts VZ (eds) The Unconscious at Work. London:
Routledge.
Obholzer A and Roberts VZ (1994) The
Unconscious at Work. London: Routledge.
Phillips J and Stonebridge L (eds) (1998)
Reading Melanie Klein. London: Routledge.
Roberts S and Pruitt E (2003) Schools as
Professional Learning Communities. London: SAGE.
Rucroft (1995) Critical Dictionarv of
Psvchoanalysis. London: Penguin.
Samir E and Schmidt M (eds) (2009) Emotional
Dimensions Of Educational Administration and Leadership.
New York: Routledge.
You have discussed a very important aspect within an organisation. An effective grievance procedure is an essential requirement as it will enable employees to bring to notice their grievances without a fear, provide a speedy method of addressing and also prevent major conflicts. It is one of the main functions of HR to handle grievances before it becomes a severe conflict and dispute within the organisation. Good article. All the Best!
ReplyDeleteAs you mentioned, a grievance is any regret or dissatisfaction, and the grievance handling technique provides employees with help in the development of a procedure for the efficient redress of grievances of their grievance. All the Best!
ReplyDeleteIf a company provides a safe environment for your employees to share their concerns by implementing formal grievance handling procedures. You have nicely describe the topic. wish you all the best!
ReplyDeleteVery important grievance redressal procedure to Implements the management to identify the vibration of its employees by studying about their concerns and ideas and about the policies and operations of the organization.you clearly explained the advantage. 👍all the best
ReplyDeleteA systematic way to deal with dissatisfaction among workers. The process of dealing with systemic grievances creates a higher employee retention rate. Interesting article - Good luck wajira
ReplyDeleteManagement should be concerned with both complaints and grievances, because both may be important indicators of potential problems within the workforce. Without a grievance procedure, management may be unable to respond to employee concerns since managers are unaware of them. Therefore, a formal grievance procedure is a valuable communication tool for the organization. Good luck 👍
ReplyDelete