Module-4 EMPLOYEE Discipline and GRIEVANCE: 11-08-2018 Pradeep, KSSEM, MBA DEPT 1

Module-4
EMPLOYEE discipline and GRIEVANCE
11-08-2018 Pradeep, KSSEM,MBA DEPT 1

Discipline and Grievances
• Discipline is a ‘Management’s
Complaints’ against an employee.
• Grievance is an ‘Employee’s
complaint’ against management.

What do we understand by ‘employee grievance’?
• Employee grievance refers to the dissatisfaction of an
employee with what he expects from the company and its
management.
• Its defined as employees discontent or

dissatisfaction with the job & its term &
condition.
Grievance means “any discontent or dissatisfaction,

whether expressed or not and whether valid or
not, arising out of anything connected with the
company that an employee thinks, believes or even feels,
is unfair, unjust, or inequitable.”

Grievance
It is complaint/dissatisfication about
an organizational policy, procedure
or managerial practices or
discomfort, whether it is valid or not

• 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.
• 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
Characteristics of Grievances
Its 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.
Effect of Grievances
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,
 11-08-2018
Increase in unrest. Pradeep, KSSEM,MBA DEPT 7
Grievance may arise due to the
following factors:
• Violation of management’s responsibility such
as poor working conditions
• Violation of company’s rules and practices
• Violation of collective bargaining agreement
• Violation of labour laws
• Violation of natural rules of justice such as
unfair treatment in promotion

What are the sources of employee grievances ?
1. Demands for individual wage adjustments,

2. Complaints about the incentive systems
3. Complaints about the job classifications,
4. Complaints against a particular foreman.
5. Complaints concerning disciplinary measures and procedures.
6. Objections to the general methods of supervision,
7. Loose calculation and interpretation of seniority rules, and
unsatisfactory interpretation of agreements.
8. Promotion
9. Disciplinary discharge or lay-off
10. Transfer for another department or another shift
11. Inadequacy of safety and health services / devices
12. Non-availability of material in time
13. Violation of contracts relating to collective bargaining
14. Improper job assignment, and
15. Undesirable or unsatisfactory conditions of work.
11-08-2018 Pradeep, KSSEM,MBA DEPT
Sources of Grievances
• 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.
Causes/SOURCES OF GRIEVANCE
The sources of grievance are group under three heads:
1) Grievance resulting from Management Policies:
a) Wage rates or scale of pay

b) Overtime
c) Leave
d) Transfer – improper matching of the worker with the job
e) Seniority, promotion and discharges
f) Lack of career planning and employee development plan
g) Lack of role clarity
h) Lack of regard for collective agreement.
i) Hostility towards a labour union.
j) Autocratic leadership style of supervisors
Sources of Grievances
WORKING CONDITIONS
 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.
Sources of grievance (contd.)
2) Grievance resulting from Working conditions:
a) Unrealistic
b) Non-availability of proper tools, machines and
equipment for doing the job.
c) Tight production standards.
d) Bad physical conditions of work place.
e) Poor relationship with the supervisor.
f) Negative approach to discipline.
Sources of grievance (contd.)
3) Grievances resulting from Personal factors:
a) Narrow attitude
b) Over-ambition
c) Egoistic personality

TYPES /forms OF GREIVANCE
A grievance may take any one of the following forms:
(a)factual,
(b) imaginary,
(c)disguised.
Factual
A factual grievance arises when legitimate(valid/lawful) needs of employees remain
unfulfilled, e.g., wage hike has been agreed but not implemented citing various
reasons.
Imaginary
When an employee’s dissatisfaction is not because of any valid reason but because of
a wrong perception, wrong attitude or wrong information he has.
Such a situation may create an imaginary grievance. Though management is not at
fault in such instances, still it has to clear the ‘fog’ immediately.
Disguised
An employee may have dissatisfaction for reasons that are unknown to himself. If he/
she is under pressure from family, friends, relatives, neighbours, he/she may reach
the work spot with a heavy heart.
If a new recruit gets a new table and almirah, this may become an eyesore to other
employees who have not been treated likewise previously
Benefits of grievance
 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.
 a formal opportunity or expressing their fears, anxiety and

dissatisfaction.
 It brings grievances into the open so that management can

learn about them and try to settle them.
Benefits of grievance procedure:
•It brings grievances into the open so that management can learn about them and try to
settle them.
•It helps management to solve a grievance before it becomes a dispute.
•It provides the workers a formal opportunity or expressing their fears, anxiety and
dissatisfaction.
• It provide employees a formalized means of emotional security.
•It helps to maintain cordial relations in the industry by enabling both the parties to settle
the grievances to their mutual satisfaction.
•Management knows that its arbitrary(SUBJECTIVE) and biased(UNFAIR) action can be

reviewed ad challenged and therefore become more careful when dealing with its
subordinates.
•It enables the management to know the attitudes and feelings of employees regarding
rules and practices of the organization, this helps them to frame rules which are more
acceptable to the workers.

Grievance Identification Techniques
Observations Grip Boxes
Exit Open Door

Interview Policy

OBSERVATION
• Knowledge of human behavior is requisite(necessary) quality of good manager.
• From the changed behavior of any employee , he should avoid the causes of
grievances, without its knowledge to the employee.
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 about supervisor or any company policies and injustice.
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.
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.
Essentials of a sound grievance procedure
e efficiency of a grievance procedure depends upon the fulfillment of certain pre-requisites. These are as follows:
•Legal sanctity: The grievance procedure should be legally alright. In other words, the
procedure should be in close conformity in the grievance procedure.
•Acceptability: The procedure to be acceptable to all workers, managers and union

should contain the features like a sense of fair play, justice to workers and reasonable
exercise of authority to managers.
•Timely: The procedure should aim at timely redressal of grievances at the lowest
level possible. Added to it, there should be a time limit prescribed and rigidly followed
at each level of grievance procedure.
•Simple: The procedure should be simple to understand and implement. Management

of steps to be involved in the procedure makes it simple.
•Training: to make the grievances procedure effective, the supervisors and other
officers should be imparted training in grievance handling.
•Follow up: the decision taken for settling grievance should be reviewed at periodical
intervals so that corrective measures can be taken to make the grievance procedure
more11-08-2018
effective. Pradeep, KSSEM,MBA DEPT 20
Handling of grievance
• It is important to keep some points in mind
while dealing with grievances of subordinates.
These are:
a) A grievance may not be real
b) Grievances may arise out of not one cause,
but multifarious causes.
c) Every individual does not give expression to
his grievances.

Handling of grievance (contd.)
A manager needs to follow some guidelines to deal
effectively with the grievances:
1) The complainant should be given a patient hearing.

2) Attempts should be made to get at the root of the
problem.
3) The management must show its anxiety to remove
the grievances of the workers
4) If the grievances are real and their causes are known,
attempts should be made to remove the causes.
5) If the grievances are imaginary or unfounded,
attempts should be made to counsel the workers.
Grievance Procedure
• There are two procedures for redressing the
grievances of the employees:
1) Open door policy: Under this procedure the

employees are free to meet the top executive of
the organisation and get grievances redressed.
1) Step-ladder procedure: Under this procedure,

the aggrieved(upset/disturbed ) employee has
to proceed step by step in getting his grievance
heard and redressed.
Grievance Procedure (contd.)
Step-ladder procedure:

Discuss the Model Grievance Procedure
Step 1: The aggrieved employee verbally explains his grievances to his immediate supervisor or in a conference or a
discussion specifically arranged for the purpose. The employee seeks satisfaction from his supervisors. The supervisor
must give his answer within forty-eight hours of the presentation of the complaint. The grievance can be settled if the
supervisor has been properly trained for the purpose, and if he adheres strictly to a basic problem-solving method.
Step 2: the second step begins when the grievance is no settled by the supervisor. If the employee does not receive an
answer within the specified or fixed time or he is not satisfied with the answer, he shall either in person or with his
departmental representatives present his grievance to the head of the department designated for this purpose. The
head of the department is generally the chief business manager, a superintendent or an industrial relations officer who
goes into the grievance and gives his decision on the matter. He is required to furnish his answer within three days of the
presentation of the grievance.
Step 3: If the employee is not satisfied the answer, he can approach the grievance committee which shall evaluate the
case and make its recommendations to management within seven days oF presentation of the case. The grievance
committee is compose of some fellow-employee, the shop steward or a combination of union and management
representatives.
The committee may suggest any one of the possible solutions:
It may call upon the grievant to accept the employer’s proposed settlement.
It may advise him that the trade union will not press for anything more than has already been suggested.
In some cases, it may recommended that the issue be submitted for arbitration.
The employee would be informed about the recommendation with three days.
Step 4: If the committee fails to a take decision within the stipulated(fixed/specified) period or if the employee is not
satisfied with the decision, he can make an appeal for revision to management. Management is supposed to
communicate its decision within seven days of the worker’s revised petition.
Step 5: If the employee is dissatisfied with the management’s decision, union and management may refer the grievance
for voluntary arbitration within a week of the receipt of management’s decision by the aggrieved employee. The parties
may agree beforehand that the arbitrator’s award will be final and binding on both the parties
Essentials of a good grievance
procedure
• A grievance procedure must follow certain principles which
are listed below:
1) A grievance should be dealt with in the first instance at the
lowest level.
2) The line of appeal must be made clear to the employees.
3) Grievances should be dealt with speedily.
4) If the grievance is against an instruction given by a
superior, it is in the interest of the discipline that
instruction must be carried out.
5) The grievance procedure should be set up with the
participation of the employees and it should be applicable
to all in the organisation.
Essentials of Good grievance
procedure (contd.)
• A good grievance procedure must:
1) Be simple: It should be simple so that even an
average employee can understand it.
2) Time bound: It should lay down the time limit
which should not be exceeded at every step of
the grievance procedure.
3) Involve participation of the employee leaders: It
should be developed with the participation of
the leaders of the employees and must be
applicable to all.
The following steps will provide a measure of guidance to the manager dealing with grievances.
Acknowledge Dissatisfaction:
Managerial/supervisory attitude to grievances is important. They should focus attention on grievances, not
turn away from them. Ignorance is not bliss(happiness), it is the bane of industrial conflict.
Condescending(arrogant) attitude on the part of supervisors and managers would aggravate the problem.
Define the Problem:

Instead of trying to deal with a vague feeling of discontent, theproblem should be defined properly.
Sometime the wrong complaint is given. Byeffective listening, one can make sure that a true complaint is
voiced.
Get the Facts:

Facts should be separated from fiction. Though grievances result inhurt feelings, the effort should be to get
the facts behind the feelings. There is need fora proper record of each grievance.
Analyse and Decide:

Decisions on each of the grievances will have a precedent effect. While no time should be lost in dealing
with them, it is no excuse to be slip-shod about it. Grievance settlements provide opportunities for
managements to correct themselves, and thereby come closer to the employees. Horse-trading in grievance
redressal due to union pressures may temporarily bring union leadership closer to the management, but it
will surely alienate the workforce away from the management.
Follow up:
Decisions taken must be followed up earnestly. They should be promptly communicated to the employee
concerned. If a decision is favourable to the employee,his immediate boss should have the privilege of
communicating
11-08-2018 the same Pradeep, KSSEM,MBA DEPT 29
Discipline
discipline may be considered as a force that prompts individuals or
groups to observe(follow) the rules, regulations and procedures
which are considered to be necessary for the effective functioning of
an organization.”
Discipline should be viewed as a condition within an organisation

whereby Employees know what is expected of them in terms of the
organisation’s rules,Standards and policies and what the
consequences are of infractions
Discipline is employee self control which prompts him to

willingly co-operate with the organisational standards, rules,
objectives etc”.

Objectives of discipline
•To enforce rules and regulations.
•To punish the offender.
•To serve as an example to others to strictly follow

rules.
•To ensure the smooth running of the organisation.
•To increase working efficiency.
•To maintain industrial peace.
•To improve working relations and tolerance.

•To11-08-2018 Pradeep, KSSEM,MBA DEPT
develop a working culture which improves performance 32
Objectives of discipline
•To gain willing acceptance of the rules, regulations, standards and procedures of the
organization from the employees.
•To motivate the employees to obey with the company’s performance standards.
•To create an atmosphere of respect and trust between the supervisors and
employees and to maintain good industrial relations in the organization.
•To give and seek direction and responsibility.
•To develop a sense of tolerance and respect for human dignity.
•To develop the feeling of co-operation among the workers.
•To improve the working efficiency and morale of the employees so that their
productivity is stepped up and the cost of production is decreased.
•To foster industrial peace which is the very foundation of industrial democracy.

Causes of indiscipline
•Non-placement of the right person on the right job which is suitable for his qualifications,
experience and training.
•Defective supervision
•Faulty evaluations of persons and situations by executives lead to favourism,
•The “divide and rule” policy practiced by the management destroying team sprit among the
employees
•Bad and unhealthy working conditions.

•Discrimination based on caste, color, creed, sex, language, place, etc. in matter like selection,
promotion, penalty etc.
•Defective communication system.
•Improper coordination, delegation of authority, fixing of responsibility, etc.
•Lack of timely redressal of employees grievances.
•Workers personal problems, their fears, apprehensions, hopes and aspirations;

•Physiological and sociological reasons, including misunderstanding, rivalry and distrust among
workers and supervisors, an absence of fellow-felling, a widespread sense of injustice or apathy
on the part of the management.
•Types/aspects of discipline
There are two aspects of discipline. They are
•Positive discipline and
•Negative discipline
Positive Discipline: This is also called ‘self-imposed discipline(self require)’.

•It involves creation of an atmosphere in the organization through rewards,
appreciation, incentive payment, promotion, constructive support etc. to motivate
employees to work willingly to accomplish the set of goals.
•In essence, positive discipline emphasis the concept of self discipline or self control.
Thus, it reduces the need for personal supervision to make employees conform to
organizational rules, regulations, procedures and standards.
•“positive discipline does not replace reasons but applies reasons to the achievement
of a common objective.
•Positive discipline does not restrict the individual but enable him to have a greater
freedom in that he enjoys a greater degree of self –expression in striving the group
objective, which he indentifies as his own.
Evidences suggest that self- disciplined person tends to be a better worker than one
who is not self-discipline. When developed from within, leads to building up morale
and esprit de corps that is the desideratum of the time to run organizations
successfully.
Negative Discipline:
it is also sometimes called ‘enforced(compulsory) discipline’.
•In case of negative discipline, employees are forced to obey orders and abide by rules
and regulations that have been laid down, failing which penalties and punishment
would be imposed on him.
•Thus, the objective of using punitive or coercive discipline is to ensure that

employees do not violate rules and regulations formed by the organization.
•In other words, the purpose of negative discipline is to scare other employees and to
ensure that they do not indulge in undesirable behavior. It is worth mentioning here
that negative discipline cannot eliminate the undesirable behavior of the employees,
but can merely suppress(hold back) it.
Punishment is not pleasant. It causes anger and opposition on the part of employees.
That is why this kind of discipline results in only the minimum standards of
performance on the party of employees. A progressive system of discipline generally
contains sequential and chronological manner.

Types of Disciplinary Actions
• There are four general types of disciplinary action
available:
1. Verbal counseling
2. Written warning
3. Suspension
4. Termination

Types of Disciplinary Actions
1. Verbal counseling:
– This is actually awarded on minor offences like late
coming, absents, etc. Which are committed for the
first time.
– A common practice followed in this regard is to make a

temporary record of this warning and place the same
in the employee’s file.
– Once the employee has shown better performance

and willingness to adhere to rules and regulations, the
record of the oral reprimand
11-08-2018 Pradeep, KSSEM,MBAis removed from his file.38
DEPT
Written Warning
This is awarded for repeated minor offences or some

lapses. The procedure involved in writing of the warning is
the same as the oral warning.
The only difference is that the discussion concludes with
the employee being told that a written warning will be
issued.
Then, the manager writes up the warning.
A copy of the warning is sent to the personnel

department. Like oral warning, organizations may allow
employees to purge their personnel file of these warnings
after some period of time, i.e. usually two years of proper
work behavior.
2. Written Warning
– should include, at a minimum, the following elements:
• The date of the warning
• The employee’s name
• The name of the supervisor administering the warning
• A description of the misconduct or inadequate
performance
• The date of the misconduct or poor performance
• A signature line for the supervisor
• A signature line for the employee, indicating his
receiving only!
• A signature line for the witness.
• An action plan to fix the behavior in a given time frame!
SUSPENSION,
It also called lay off, is the next step taken in progressive

discipline.
Suspension as punishment is awarded for some

major/serious offences.
Suspension may be for a certain period ranging from one

day to several weeks or months.
During the suspension period, the employee is paid a

reduced pay known as ‘subsistence allowance’. Full pay can
be given if the suspension is withdrawn.
Dismissal/Discharge:
Dismissal is the ultimate disciplinary action taken against problem
employee.
This punishment is awarded only for the most serious offences involving
integrity.
And discharge is use to denote removal of an employee from service by

way of punishment.
Both dismissal and discharge lead to employee separation from the

organization. Though dismissal and discharge have the same result i.e.,
termination of service of the employee, dismissal is a more severe
punishment.
There is a stigma attached to the expression “dismissal” which makes it a

disqualification for future employment.

3. Suspension.
– This may range from one day to two weeks or more,
depending upon the circumstances, and is almost always
unpaid.
– Next step may be suspension of increasing length or directly
go to termination.
– Whatever it is, should be stated in the suspension letter!
4. Termination.
Before termination, the personnel file and all relevant documents must be reviewed to
ensure that the termination is appropriate and defensible in a subsequent lawsuit
Some behavior warrants automatic dismissal, like:
•Violent behavior or threats of violence;
•Drug and alcohol use on duty;
•Carrying a weapon on company property;
•Theft, destruction of company property
•Insubordination;
•Abandonment of job
The following is a brief outline of the four stages of the disciplinary process
First Step – Verbal Warning

This is given in a formal discussion between the employer and the employee concerned. The
employer will point out where there has been a failure to perform to standard and will say
specifically what improvement is required and within what time limit. A note of the verbal
warning will be kept on file.
Second Step – Written Warning

Where there is a failure to correct matters within the time limit set down at the verbal warning
stage, then the employer must issue a written warning to the employee.
Third Step - Second and Final Written Warning before Dismissal/Suspension

If, despite previous warnings, the employee fails to reach the required standard within a
reasonable time they can be suspended without pay for a period to be decided by the
employer.
Fourth Step – Dismissal

The final stage of the disciplinary procedure will be dismissal. An employee is liable to be
dismissed if, despite previous warnings, they fail to reach the required standards within a
reasonable time.

DISCIPLINARY PROCEDURE
Forming and Issuing a Charge
Considering the explanation
Issuing the notice of enquiry
Holding a full-fledged enquiry
Final Order of Action
Follow-up

Procedures of disciplinary action:
•Preliminary Investigation: the fist step should b to hold a preliminary investigation in order to find out whether a prima
facie of misconduct exist. Only if a prime facie case of misconduct exists, the management should proceed further.
Otherwise, the case should be dropped.
Issue of a charge sheet: if a prima facie of misconduct exits, the management should proceed to issue a charge sheet to the
worker. The following guidelines may be following in framing the charges.
•Each charge must be very clear and precise.
•There should be a separate charge for each allegation.
•Charges must not relate to any matter which has already been decided upon.
•Mention of proposed punishment should be avoided in the charge sheet.
Suspension pending enquiry (if needed): if the nature of misconduct is grave and if it is the interest of discipline and
security in the establishment, the management may suspend a worker even before the charge-sheet is issued. In case the
worker is suspended, he should be paid subsistence at the following rates.
•For the first 90 day of suspension, half his wages.
•For the remaining period, three-fourths of his wages.
Notice of enquiry: On receipt of reply to the charge-sheet, 2 situations may arise:

•The worker may admit the charge. In such a case, the employer may be award punishment without further enquiry.
•The worker may deny the charge. In this case, the employer must hold the enquiry.
Conduct the enquiry: The enquiry officer is a judge, is it necessary that he must be impartial and qualified to act in that
capacity. A fair opportunity should be given to the charge sheeted employee to examine the management witnesses.
Recording of findings by the enquiry officer: At the conclusion of the enquiry proceedings, the enquiry officer should
decide as to whether the charges mad are valid or not along with reasons for his findings.
Awarding Punishment: the punishment awarded to the accused employee should be communicated to him quickly. The
letter should contain the following:
•Reference to: (i) the charge sheet. (ii) the enquiry (iii) Findings of the enquiry
11-08-2018
•Decision & Date from which the punishment is toPradeep, KSSEM,MBA DEPT
be effective. 46
The Hot Stove Rule –
Discipline Ever-increasing employment legislation makes it harder and harder for
managers to remember how the law operates in the workplace.
However, there are a few simple principles which are easy to remember and which
provide a solid basis in helping both staff and managers understand both the spirit and
the letter of the law.
The Hot Stove Rule is one such principle and relates to disciplinary measures in the
workplace.
When you touch a hot stove marked "Don’t Touch" the discipline is immediate, with
warning, consistent and impersonal.
So frequently, I have known managers to become frustrated at an employee’s actions (or

in some cases, lack of action) to the point that they want to dismiss them instantly or, at
the very least, progress to a final written warning.
An angry and emotional response to an employee’s behaviour or poor performance will

do more harm than good, both in terms of employee relations and with regard to
potential financial costs.
Although
11-08-2018I may not always give the managers
Pradeep, KSSEM,MBAthe
DEPT answer they want to hear,it is
47
important to take a deep breath, step back and reflect for a moment.
Key principles to remember
Always remember the Hot Stove Rule where discipline is concerned
• You had a warning –
•you knew what would happen if you touched the stove
•The penalty was consistent – everyone gets the same treatment
•The penalty is impersonal – a person is burned not because of who he or she is,
but because the stove was touched
• The penalty is not delayed
•So check out the facts first, follow due process and, if appropriate, apply the
discipline as soon after the event as investigations will allow. If you fail to be
consistent, you may end up getting your own fingers burnt!

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Module-4

EMPLOYEE discipline and GRIEVANCE

11-08-2018 Pradeep, KSSEM,MBA DEPT 1

11-08-2018 Pradeep, KSSEM,MBA DEPT 2

• Its defined as employees discontent or

Grievance means “any discontent or dissatisfaction,

11-08-2018 Pradeep, KSSEM,MBA DEPT 3

11-08-2018 Pradeep, KSSEM,MBA DEPT 4

• The complaints affecting one or more individual workers

11-08-2018 Pradeep, KSSEM,MBA DEPT 8

1. Demands for individual wage adjustments,

a) Wage rates or scale of pay

11-08-2018 Pradeep, KSSEM,MBA DEPT 14

 Provides a channel to the aggrieved to express their

 Provides clues about the behavior and attitude of the

 Gives an assurance to the employees about the existence of

 Keep up the morale of the employees.

 a formal opportunity or expressing their fears, anxiety and

 It brings grievances into the open so that management can

•It helps management to solve a grievance before it becomes a dispute.

• It provide employees a formalized means of emotional security.

•Management knows that its arbitrary(SUBJECTIVE) and biased(UNFAIR) action can be

11-08-2018 Pradeep, KSSEM,MBA DEPT 17

Observations Grip Boxes

Exit Open Door

11-08-2018 Pradeep, KSSEM,MBA DEPT 18

•Acceptability: The procedure to be acceptable to all workers, managers and union

•Simple: The procedure should be simple to understand and implement. Management

11-08-2018 Pradeep, KSSEM,MBA DEPT 21

1) The complainant should be given a patient hearing.

1) Open door policy: Under this procedure the

1) Step-ladder procedure: Under this procedure,

11-08-2018 Pradeep, KSSEM,MBA DEPT 24

Define the Problem:

Get the Facts:

Analyse and Decide:

Discipline should be viewed as a condition within an organisation

Discipline is employee self control which prompts him to

11-08-2018 Pradeep, KSSEM,MBA DEPT 30

•To punish the offender.

•To serve as an example to others to strictly follow

•To ensure the smooth running of the organisation.

•To increase working efficiency.

•To maintain industrial peace.

•To improve working relations and tolerance.

•To give and seek direction and responsibility.

•To develop a sense of tolerance and respect for human dignity.

•To develop the feeling of co-operation among the workers.

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•Faulty evaluations of persons and situations by executives lead to favourism,

•Bad and unhealthy working conditions.

•Improper coordination, delegation of authority, fixing of responsibility, etc.

•Lack of timely redressal of employees grievances.

•Workers personal problems, their fears, apprehensions, hopes and aspirations;

Positive Discipline: This is also called ‘self-imposed discipline(self require)’.

•Thus, the objective of using punitive or coercive discipline is to ensure that

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– A common practice followed in this regard is to make a