What are the features of a grievance procedure?

[nbm]

What all points should be remembered when handling a grievance of a worker in an industry?

[luttu]

A grievance procedure is a formal process which is preliminary to an arbitration which enables the parties involved to attempt to resolve their differences in a peaceful, orderly and expeditious manner. When the grievance handling procedure works effectively, it satisfactorily resolves most of the disputes between labour and management following are features which a grievance procedure should incorporate:
1. Conformity with existing legislation-The procedures should be designed to supplement the existing statutory provisions. Where practicable, the procedure can make use of such machinery as the law might have already provided for.
2. Acceptability—The grievance procedure must be accepted by everybody. In order to be generally acceptable it must ensure— (a) a sense of fair-play and justice to the worker, (b) reasonable exercise-of authority to the manager, and © adequate participation of the union.
3. Simplicity-The procedure should be simple enough to be understood by every employee. The steps should be as few as possible. Channels for handling grievances should be carefully developed. Employees must know the authorities to be contacted at various levels. Information about the procedure can be thoroughly disseminated among all employees through pictures, charts, diagrams, etc.
4. Promptness—Speedy settlement of a grievance is the cornerstone of a sound personnel policy. Justice delayed is justice denied. The procedure should aim at a rapid disposal of the grievance. This can be achieved by incorporating the following features in the procedure:
(a) As far as possible grievances should be settled at the lowest level.
(b) No matter should ordinarily be taken up at more than two levels, i.e., normally there should be only one appeal.
© Different types of grievances may be referred to appropriate authorities. It may be useful lo classify grievances as those arising from personnel relationship and others arising out of conditions of employment.
(d) Time limit should be placed at each step and it should be rigidly followed at each level.
5. Training—In order to ensure effective working of the grievance procedure it is necessary that supervisors and the union representatives are given training in grievance handling.
6. Follow-up—The working of the procedure should be reviewed periodically by the personnel department and necessary structural changes introduced to make it more effective.
A good grievance procedure attacks problems as they arise, excellent grievance procedure anticipates them and prevents them from occurring. A manager can know about the simmerings even before they turn into actual grievances through several means such as opinion surveys, open door policy, suggestion schemes and exit interviews.
Points to be remembered when handling a Grievance
(1) Every grievance must be considered important.
(2) A grievance should not be postponed in the hope that people will see the light.
(3) All grievances should be put in writing.
(4) All relevant facts about a grievance should be gathered by the management and their proper records maintained for reaching a fair decision.
(5) The worker should be given free time off to pursue his grievance.
(6) Management should make a list of all solution and later evaluate them in terms of their total effect upon the organisation and not solely upon their immediate effect.
(7) Decision should be communicated to the employee and acted upon by the management. Basis of decision should be well-explained.
(8) Follow-up must be done by the management to determine whether action taken by it has favourably changed the employee's attitude or not.