Graduate Teaching Notes onGraduate Teaching Notes on

Managing Employee Grievance, Dispute Managing Employee Grievance, Dispute and Relationshipand Relationship

ByByChanakya P Rijal, PhD in LeadershipChanakya P Rijal, PhD in LeadershipVisiting Faculty, Nepal College of ManagementVisiting Faculty, Nepal College of Management

An affiliate ofAn affiliate ofKathmandu University, School of ManagementKathmandu University, School of Management

Kathmandu, NepalKathmandu, Nepal

Spring 2015Spring 2015

Employee Grievance, Disputes and Employee Grievance, Disputes and RelationshipRelationship

Grievance & Disputes Grievance & Disputes SettlementSettlement

1.1.Concept of GrievanceConcept of Grievance

2.2.Forms of GrievanceForms of Grievance

3.3.Causes of Employee GrievanceCauses of Employee Grievance

4.4.Handling Employee GrievanceHandling Employee Grievance

5.5.Concept of Labor DisputesConcept of Labor Disputes

6.6.Major Causes of Labor DisputesMajor Causes of Labor Disputes

7.7.Settlement of Labor DisputesSettlement of Labor Disputes

Employee RelationsEmployee Relations

1.1.Labor Movements Labor Movements and Trade Unionsand Trade Unions

2.2.Collective BargainingCollective Bargaining

3.3.DismissalsDismissals

4.4.Employee Safety and Employee Safety and HealthHealth

Part 1: Grievance & Disputes SettlementPart 1: Grievance & Disputes Settlement1.1.Concept of GrievanceConcept of GrievanceDissatisfactionDissatisfaction: Anything that disturbs an : Anything that disturbs an employee, whether or not the unrest is employee, whether or not the unrest is expressed in words.expressed in words.

ComplaintComplaint: A spoken or written : A spoken or written dissatisfaction brought to the attention of dissatisfaction brought to the attention of the supervisor. E.g., an assistant in the F&B the supervisor. E.g., an assistant in the F&B department of a hotel complaining with the department of a hotel complaining with the Chef about the new company rule.Chef about the new company rule.

GrievanceGrievance: A complaint that has been : A complaint that has been formally presented by an employee to a formally presented by an employee to a Management Representative or to the Management Representative or to the Union Official in a hotel.Union Official in a hotel.

So, a grievance may be considered as a So, a grievance may be considered as a formal disputeformal dispute between an employee between an employee and management on and of the and management on and of the conditions of employment.conditions of employment.

Another equally important aspect here is Another equally important aspect here is that the grievances are complaints that that the grievances are complaints that are are formally registered formally registered in accordance in accordance with the grievance procedure.with the grievance procedure.

A grievance is any dissatisfaction or A grievance is any dissatisfaction or feeling of injustice in connection with feeling of injustice in connection with one’s employment situation that is one’s employment situation that is brought to the attention of the brought to the attention of the management.management.

Features of GrievancesFeatures of Grievances1.1. Felt discontentFelt discontent or dissatisfaction brought or dissatisfaction brought

forward in action.forward in action.2.2. Dissatisfaction must arise Dissatisfaction must arise from within from within

employmentemployment and on personal reasons. and on personal reasons.3.3. The discontentment can arise as a result The discontentment can arise as a result

of of real or imaginary reasonsreal or imaginary reasons..4.4. Discontent may be Discontent may be voiced or unvoiced voiced or unvoiced

but it must express in the some form.but it must express in the some form.5.5. Broadly speaking a grievance is Broadly speaking a grievance is

noticeable and traceable to real or noticeable and traceable to real or perceived non-fulfillment perceived non-fulfillment of one’s of one’s expectations.expectations.

Forms of GrievancesForms of Grievancesa.a.FactualFactual: Based on exactly what has : Based on exactly what has happened and how it has affected to the happened and how it has affected to the employee in grievance. For example, employee in grievance. For example, change in leave taking procedure might change in leave taking procedure might have adversely affected to an employee.have adversely affected to an employee.

b.b.ImaginaryImaginary: Sometimes, the employees : Sometimes, the employees may just imagine likely adverse situations may just imagine likely adverse situations and just oppose before they happen in real and just oppose before they happen in real life. The new Chef seems to be …life. The new Chef seems to be …

c.c.DisguisedDisguised: A blaming approach; nothing : A blaming approach; nothing has happened but the employee complains.has happened but the employee complains.

Reasons or Causes of Employee GrievanceReasons or Causes of Employee Grievance1.1. EconomicEconomic: Under pay, late pay, disparity in : Under pay, late pay, disparity in

pay rates, family crisis.pay rates, family crisis.

2.2. Work environmentWork environment: Less conducive work : Less conducive work environment (light, space, heat, equipment), environment (light, space, heat, equipment), incompatibility with technological, procedural incompatibility with technological, procedural changes, discriminatory award system.changes, discriminatory award system.

3.3. SupervisionSupervision: Personality clash, attitude : Personality clash, attitude problem, harassment. problem, harassment.

4.4. Work groupWork group: Person-group fitness, : Person-group fitness, interpersonal clashes, member incompatibility.interpersonal clashes, member incompatibility.

5.5. OthersOthers: New rules, policies, organizational : New rules, policies, organizational changes, non-listening to oral appeals, and so changes, non-listening to oral appeals, and so on…on…

Effects of Employee GrievanceEffects of Employee GrievanceOn ProductionOn Production: Low quality of production, low : Low quality of production, low productivity, increased wastage , increased cost productivity, increased wastage , increased cost of production.of production.

On EmployeesOn Employees: Increased absenteeism, reduced : Increased absenteeism, reduced level of commitment, increased level of level of commitment, increased level of accidents, reduced level of employee morale.accidents, reduced level of employee morale.

On ManagersOn Managers: Strained superior-subordinate : Strained superior-subordinate relations, need for increased supervision/control relations, need for increased supervision/control and follow up, increase in unrest, thereby and follow up, increase in unrest, thereby machinery to maintain industrial peace.machinery to maintain industrial peace.

On OrganizationOn Organization: Adverse effect on : Adverse effect on organizational image, good will, institutional organizational image, good will, institutional personality, and culture at large.personality, and culture at large.

Benefits of Grievance HandlingBenefits of Grievance Handling1.1. It encourages employees to It encourages employees to raise raise

concernsconcerns without fear of reprisal. without fear of reprisal.2.2. It provides a It provides a fair and speedy means fair and speedy means of of

dealing of grievances.dealing of grievances.3.3. It It prevents minor disagreements prevents minor disagreements

developing into more serious disputes.developing into more serious disputes.4.4. It saves It saves employer’s time and money employer’s time and money as as

solutions are found for workplace solutions are found for workplace problems.problems.

5.5. It helps build in It helps build in organizational climate organizational climate based on openness and trustbased on openness and trust..

6.6. Helps in shaping into a Helps in shaping into a learning learning organizationorganization as it promotes openness. as it promotes openness.

Grievance HandlingGrievance Handling

The systems mechanism or procedural The systems mechanism or procedural approaches applied to address or resolve the approaches applied to address or resolve the grievances.grievances.

A systematic process for hearing and evaluating A systematic process for hearing and evaluating the complaints of employees.the complaints of employees.

Protects the right of employees and eliminates Protects the right of employees and eliminates the need for strikes every time a disagreement the need for strikes every time a disagreement occurs about the labor contract.occurs about the labor contract.

Objectives of Handling GrievancesObjectives of Handling Grievances

Main objectives of grievance handling are:Main objectives of grievance handling are:1.1.Enable employee to air the grievance.Enable employee to air the grievance.2.2.Clarify the nature of grievance.Clarify the nature of grievance.3.3.Investigate the reasons of dissatisfaction.Investigate the reasons of dissatisfaction.4.4.Attain where possible a speedy resolution to Attain where possible a speedy resolution to the problem.the problem.5.5.Take appropriate actions and ensure that the Take appropriate actions and ensure that the promises are kept.promises are kept.6.6.Inform the employee his/her right to voice Inform the employee his/her right to voice the grievance and take it to next stage of the the grievance and take it to next stage of the procedure.procedure.

Tracking or Identification of GrievancesTracking or Identification of Grievances

1.1. ObservationObservation

2.2. Grievance procedureGrievance procedure

3.3. Gripe boxes; drop-in the grievanceGripe boxes; drop-in the grievance

4.4. Open door policy; walk-in and reportOpen door policy; walk-in and report

5.5. Exit interview; ask the job-leaving Exit interview; ask the job-leaving employee about his/her felt uncomforted employee about his/her felt uncomforted situations, areas or actions in the situations, areas or actions in the organization.organization.

6.6. Opinion survey; solicit a grievance Opinion survey; solicit a grievance tracking questionnaires.tracking questionnaires.

Essential Prerequisites for Grievance AddressingEssential Prerequisites for Grievance Addressing

Conformity with statutory provisions.Conformity with statutory provisions.

Unambiguous policies and procedures.Unambiguous policies and procedures.

Simplicity of procedure and actions or Simplicity of procedure and actions or responses.responses.

Promptness in responding.Promptness in responding.

Training in raising and handling Training in raising and handling grievances.grievances.

Follow up after each step, even after Follow up after each step, even after handling.handling.

1414

Grievance procedure: Core of a continuous Grievance procedure: Core of a continuous processprocess A specified series of four or five procedural A specified series of four or five procedural

steps that aggrieved employees, unions, and steps that aggrieved employees, unions, and management representatives must follow management representatives must follow when a complaint arises.when a complaint arises.

Mechanism for administering the collective Mechanism for administering the collective bargaining agreement.bargaining agreement.

Most grievance procedures entail four or five Most grievance procedures entail four or five steps.steps.

Employer’s refusal to process a grievance may Employer’s refusal to process a grievance may be a violation of the labor laws of the land.be a violation of the labor laws of the land.

Procedural Steps in Handling GrievancesProcedural Steps in Handling Grievances

1.1. Identify grievance at the earliest.Identify grievance at the earliest.

2.2. Define the grievance correctly.Define the grievance correctly.

3.3. Collect data related to grievance.Collect data related to grievance.

4.4. Apply a prompt redressal mechanism.Apply a prompt redressal mechanism.

5.5. Agree, implement and follow up.Agree, implement and follow up.

1616

Parties Involved in Different StepsParties Involved in Different Steps

Step 1Employee, Steward,

SupervisorInformal Resolution

Formal Resolution

FormalResolution

What happened?When did it happen?Who was involved?Where did it happen?Why is complaint a grievance?

Step 2Written Grievance

Step 5Final and BindingArbitration BeforeNeutral Arbitrator

Step 4Union Grievance

Committee, Directorof Personnel

Step 3Steward,

Department Head

1717

Functions of Grievance ProceduresFunctions of Grievance ProceduresConflict management resolutionConflict management resolutionWithout grievance procedures, parties would rely on harmful tests of Without grievance procedures, parties would rely on harmful tests of

economic strength to resolve disputes involving contract interpretation.economic strength to resolve disputes involving contract interpretation.Agreement clarificationAgreement clarification– All contracts contain some unintentional ambiguity.All contracts contain some unintentional ambiguity.– Grievance procedure used to interpret contract in specific instances.Grievance procedure used to interpret contract in specific instances.CommunicationCommunication– Offers channel to express problems and perceptions.Offers channel to express problems and perceptions.– Discuss perceived inequities in the workplace.Discuss perceived inequities in the workplace.Due processDue processMost grievances provide arbitration by neutral, third-party intervention as Most grievances provide arbitration by neutral, third-party intervention as

a final step.a final step.Strength enhancementStrength enhancementRepresentation in grievance cases develops members’ loyalty to their Representation in grievance cases develops members’ loyalty to their

union.union.

Features of a Good Grievance Handling ProcedureFeatures of a Good Grievance Handling Procedure

1.1. Fairness and neutrality of treatmentFairness and neutrality of treatment

2.2. System defined provision and facilities System defined provision and facilities for representationfor representation

3.3. Existence of defined and mutually Existence of defined and mutually agreed procedural steps for resolutionagreed procedural steps for resolution

4.4. Promptness in taking action or Promptness in taking action or respondingresponding

5.5. Mutual acceptance to shared resolution Mutual acceptance to shared resolution following grievancefollowing grievance

1919

Union MovementsUnion Movements Once the disputes accumulate, the labor

force tends to seek a closer sharing in its circle and explore a more secure institutional protection and happen to join or form a labor union which is mostly legalized in many countries.

In many cases, the labor may even join union along his/her entry into organization in the developing countries like India and Nepal.

All labor intensive organizations in the Asian region have formal labor unions.

2020

Trade UnionsTrade Unions The first trade union movement in Nepal

was the strike organized in the Raghupati Juite Mills in Biratnagar.

The then Primeminister Girija Prasad Koirala was leading this movement. It served instrumental in institutionalizing trade union system in the country.

Trade unions is in fact, is the ‘union of unions’ whereby it is formed organizing all unions in the country.

Nepal Trade Union Mahasangh is an example of trade union.

2121

Labor DisputesLabor Disputes Any sort of misunderstanding between

the individual labor or a group of laborers with the management is referred to as labor dispute.

Interest disputes Interest disputes mostly arise during a mostly arise during a contract negotiation when the parties contract negotiation when the parties cannot agree on the terms of a new cannot agree on the terms of a new contract.contract.

Rights disputes Rights disputes occur during the term of occur during the term of an existing contract and involve an existing contract and involve disagreements over how the contract disagreements over how the contract should be interpreted.should be interpreted.

2222

Historical Patterns of Strike Historical Patterns of Strike 1930’s was a period of rapid growth of unionization 1930’s was a period of rapid growth of unionization

with increased rate of strikes.with increased rate of strikes. During WW II the labor movement pledged to refrain During WW II the labor movement pledged to refrain

from strikes to aid the war effort. Despite this pledge from strikes to aid the war effort. Despite this pledge there was no drop in the number of strikes but there there was no drop in the number of strikes but there was a decline in their duration.was a decline in their duration.

After the war, readjustment to a peacetime economy After the war, readjustment to a peacetime economy was accompanied by a wave of strikes of was accompanied by a wave of strikes of unprecedented proportions.unprecedented proportions.

Historically, most strikes (60%) occur during Historically, most strikes (60%) occur during negotiations with less than 9% involving negotiations negotiations with less than 9% involving negotiations of an initial agreement, about 13% occur during the of an initial agreement, about 13% occur during the term of the agreement.term of the agreement.

Most strikes involve wages. Other issues contributing Most strikes involve wages. Other issues contributing to strikes include Union Security, Job Security, and to strikes include Union Security, Job Security, and Factory Administration.Factory Administration.

2323

Types of Strike Types of Strike Economic strikesEconomic strikes Unfair labor practice strikesUnfair labor practice strikes Sympathy strikesSympathy strikes Wildcast (union non-recognized) strikesWildcast (union non-recognized) strikes Jurisdictional strikesJurisdictional strikes Lockout strikesLockout strikes Sit in hunger strikesSit in hunger strikes Corporate or industry line strikes (Lockout of all five Corporate or industry line strikes (Lockout of all five

star hotels)star hotels)

2424

Corporate Campaigns against StrikesCorporate Campaigns against Strikes Running wider public relation campaignsRunning wider public relation campaigns

Building coalitions with union and union key Building coalitions with union and union key membersmembers

Lobbying legislative and regulatory bodiesLobbying legislative and regulatory bodies

Employing non-strike in plant actionsEmploying non-strike in plant actions

Conducting boycottsConducting boycotts

Labor Management RelationsLabor Management Relations

A few areas of concernA few areas of concern

1.1. Labor RightsLabor Rights

2.2. Management RightsManagement Rights

3.3. Labor ObligationsLabor Obligations

4.4. Management ObligationsManagement Obligations

5.5. Creating Good Labor RelationsCreating Good Labor Relations 2525

Labor RightsLabor Rights

In many countries the respective laws have In many countries the respective laws have protected the labor rights for their job protected the labor rights for their job security, minimum pay scales, voice against security, minimum pay scales, voice against discrimination, and any other suppression.discrimination, and any other suppression.

2626

Labor ObligationsLabor Obligations

At the same time, the laws tend to At the same time, the laws tend to regulate labor by binding them with a regulate labor by binding them with a number of obligations in respect with the number of obligations in respect with the protection of image, property, supply of protection of image, property, supply of essential items, human casualty, etc.essential items, human casualty, etc.

Examples of Unfair Labor PracticesExamples of Unfair Labor Practices

1.1. Obstruction to the management of Obstruction to the management of nonunion employeesnonunion employees

2.2. Obstruction for the alternative union Obstruction for the alternative union formationformation

3.3. Punish union members complaining Punish union members complaining about unionabout union

4.4. Refuse to consult or negotiate in good Refuse to consult or negotiate in good faithfaith

5.5. Engaging in secondary boycottsEngaging in secondary boycotts

2727

Management RightsManagement Rights

In many countries the respective laws In many countries the respective laws have protected the management rights have protected the management rights for the protection and safeguard of the for the protection and safeguard of the property, humanity and rights of others.property, humanity and rights of others.

Use of right to work laws is an example.Use of right to work laws is an example.

2828

Management ObligationsManagement Obligations

At the same time, the laws tend to At the same time, the laws tend to regulate management by binding them regulate management by binding them with a number of obligations in respect with a number of obligations in respect with the protection of image, property, with the protection of image, property, supply of essential items, human supply of essential items, human casualty, labor relations, etc.casualty, labor relations, etc.

Unfair Management PracticesUnfair Management Practices1.1. Obstruction to legalized labor rightsObstruction to legalized labor rights

2.2. Obstruction to promote unionismObstruction to promote unionism

3.3. Sponsor or favor one union over anotherSponsor or favor one union over another

4.4. Discipline or punish employees that file grievances, Discipline or punish employees that file grievances, complaints, or testimonycomplaints, or testimony

5.5. Refuse to consult or negotiate in good faithRefuse to consult or negotiate in good faith

6.6. Enforce rules conflicting with agreements if Enforce rules conflicting with agreements if agreements precede rulesagreements precede rules

7.7. Firing employees organizing a unionFiring employees organizing a union

8.8. Threatening prohibited punishmentsThreatening prohibited punishments

9.9. Changing working conditions without bargainingChanging working conditions without bargaining

10.10.Refusing mediation or arbitration when required by Refusing mediation or arbitration when required by contractcontract

11.11.Excluding union reps from “formal discussions”Excluding union reps from “formal discussions”2929

Indications of Good Labor RelationsIndications of Good Labor Relations1.1. Impact of union on mission is neutral or Impact of union on mission is neutral or

positivepositive

2.2. Employees don’t project with bad imageEmployees don’t project with bad image

3.3. Changes are not made as “last resort”Changes are not made as “last resort”

4.4. Direct and indirect costs required by contract Direct and indirect costs required by contract are kept smallare kept small

5.5. Management looks for suggestions from unionManagement looks for suggestions from union

6.6. Negotiated management rules are not Negotiated management rules are not cumbersomecumbersome

7.7. Grievance to Arbitration ratio is highGrievance to Arbitration ratio is high

8.8. Amount of litigation is lowAmount of litigation is low3030

3131

Guidelines for Disciplining an EmployeeGuidelines for Disciplining an Employee Make sure the evidence supports the Make sure the evidence supports the

charge.charge. Protect the employee’s due process Protect the employee’s due process

rights.rights. Warn the employee of the disciplinary Warn the employee of the disciplinary

consequences.consequences. The rule allegedly violated should be The rule allegedly violated should be

“reasonably related” to the efficient and “reasonably related” to the efficient and safe operation of the work environment.safe operation of the work environment.

Fairly and adequately investigate the Fairly and adequately investigate the matter.matter.

Be sure there is substantial evidence of Be sure there is substantial evidence of misconduct.misconduct.

3232

Different Parties Involved in Grievance and Dispute Different Parties Involved in Grievance and Dispute ManagementManagement

Management representativesManagement representatives are the are the members who take part in negotiation on behalf members who take part in negotiation on behalf of the management.of the management.

Union representatives Union representatives are the members of the are the members of the union who take part in negotiation by union who take part in negotiation by representing union.representing union.

MediatorsMediators are those people who play in are those people who play in intermediary role to bring the parties in conflict intermediary role to bring the parties in conflict on the table of discussion and communication, on the table of discussion and communication, otherwise they are denying to sit together for otherwise they are denying to sit together for discussion.discussion.

3333

Different Parties Involved in Grievance and Dispute Different Parties Involved in Grievance and Dispute Management (Contd.)Management (Contd.)

NegotiatorsNegotiators are those people who specialize in are those people who specialize in facilitating and performing union-management facilitating and performing union-management negotiations to establish the agreement and seal negotiations to establish the agreement and seal the deal. These days there is a practice of hiring the deal. These days there is a practice of hiring professional negotiators to settle the disputes professional negotiators to settle the disputes between the management and employees. between the management and employees.

ArbitratorsArbitrators are powerful negotiators and final are powerful negotiators and final decision makers on disputes. They are also called decision makers on disputes. They are also called third party arbitrators. Both the parties will have third party arbitrators. Both the parties will have to agree on arbitrator’s decision as the system to agree on arbitrator’s decision as the system requires that both the parties have to agree requires that both the parties have to agree before commencing the arbitration that they before commencing the arbitration that they would accept the decision of the arbitrator. would accept the decision of the arbitrator.

Collective BargainingCollective BargainingThe US National Labor Relations Act has defined The US National Labor Relations Act has defined collective bargaining as – the performance of the collective bargaining as – the performance of the mutual obligation of the employer and mutual obligation of the employer and representative of the employees to meet at representative of the employees to meet at reasonable times and confer in good faith with reasonable times and confer in good faith with respect to wages, hours and other terms and respect to wages, hours and other terms and conditions of employment, or the negotiation of conditions of employment, or the negotiation of an agreement, or any question arising there an agreement, or any question arising there under, and the execution of a written contract under, and the execution of a written contract incorporating any agreement reached, if incorporating any agreement reached, if requested by either party, but such obligation requested by either party, but such obligation does not compel either party to agree to a does not compel either party to agree to a proposal or require the making of a concession. proposal or require the making of a concession.

Collective BargainingCollective Bargaining

The term ‘collective’ it self is clear to understand The term ‘collective’ it self is clear to understand the meaning of collective bargaining – it is a the meaning of collective bargaining – it is a mutual agreement between the management and mutual agreement between the management and union representatives to act in a defined way.union representatives to act in a defined way.

The unit of bargaining could be a new policy, The unit of bargaining could be a new policy, rules, norms, benefits affecting any employees.rules, norms, benefits affecting any employees.

Collective Bargaining ProcessCollective Bargaining ProcessStep 1: Prepare for negotiation by complying with Step 1: Prepare for negotiation by complying with existing micro and macro perspectives of existing micro and macro perspectives of employment [within the premises of company employment [within the premises of company and national rules]and national rules]

Step 2: Bargain on issuesStep 2: Bargain on issues

Step 3: Establish negotiationStep 3: Establish negotiation

Step 4: In case of negotiation breakdown, Step 4: In case of negotiation breakdown, overcome such breakdown applying right overcome such breakdown applying right measuresmeasures

Step 5: Reach the agreementStep 5: Reach the agreement

Step 6: Ratify the agreement by mutually signing Step 6: Ratify the agreement by mutually signing it upit up

Step 7: Administer/implement the agreementStep 7: Administer/implement the agreement

DismissalsDismissalsAny wrong-doing of employees may cause Any wrong-doing of employees may cause upto their dismissals from the job, however upto their dismissals from the job, however it will be broadly determined by the nature it will be broadly determined by the nature of mistakes and frequency of such of mistakes and frequency of such mistakes.mistakes.

Dismissals Process May Follow:Dismissals Process May Follow:Step 1: Oral coaching and teachingStep 1: Oral coaching and teaching

Step 2: Oral warning Step 2: Oral warning

Step 3: Seek explanation in writingStep 3: Seek explanation in writing

Step 4: Suspend without pay, followed by Step 4: Suspend without pay, followed by other punishmentsother punishments

Step 5: Dismissal from the jobStep 5: Dismissal from the job

3939

Disciplinary ProceduresDisciplinary ProceduresEvery company at some time must administer Every company at some time must administer corrective discipline.corrective discipline.Both labor and management should support fair Both labor and management should support fair and effective disciplinary policies.and effective disciplinary policies.Virtually all collective bargaining agreements Virtually all collective bargaining agreements outline disciplinary procedures.outline disciplinary procedures.Management views the right and ability to Management views the right and ability to discipline its employees effectively as the heart discipline its employees effectively as the heart of maintaining a productive workforce.of maintaining a productive workforce.Protection from biased or arbitrary discipline Protection from biased or arbitrary discipline has been a prime motive of union organizing has been a prime motive of union organizing campaigns.campaigns.

4040

Consideremployee’spast record

Disciplinary ProceduresDisciplinary Procedures

Recommendeddisciplinary

policies

Explaincompany

rulesDisciplinewithout

discharge

Getthe

facts

Giveadequatewarning

Ascertainmotive

Act timely

Employee Safety and HealthEmployee Safety and Health It governs with any measures undertaken by It governs with any measures undertaken by

the company to provide with an employee the company to provide with an employee safety and health conscious work environment safety and health conscious work environment and procedural system in an organization.and procedural system in an organization.

Maintenance of a more conducive employee Maintenance of a more conducive employee health and safety situation in an organization health and safety situation in an organization has been considered both as an obligatory as has been considered both as an obligatory as well as confirmatory condition today. well as confirmatory condition today.

Effective safety and health orientation has to Effective safety and health orientation has to be deeply rooted on more bottom-line working be deeply rooted on more bottom-line working staff who are engaged in risky manual works. staff who are engaged in risky manual works.

Employee Safety and HealthEmployee Safety and Health1.1. Providing job securityProviding job security

2.2. Maintaining work place safety measures to Maintaining work place safety measures to prevent accidental casesprevent accidental cases

3.3. Providing employee health and insurance plansProviding employee health and insurance plans

4.4. Compensation against any lawful loss for the Compensation against any lawful loss for the employee due to company’s action or rulesemployee due to company’s action or rules

5.5. Job confirmation to the dependants of the Job confirmation to the dependants of the deceased due to accident in the plantdeceased due to accident in the plant

6.6. Compliance with occupational safety lawsCompliance with occupational safety laws

7.7. Implementation of work place safety standards Implementation of work place safety standards and working proceduresand working procedures

8.8. Safety and health of dependentsSafety and health of dependents

Employee Safety and Health: Case StudyEmployee Safety and Health: Case Study More recently, an employee in the F&B More recently, an employee in the F&B

department of a five-star hotel in Kathmandu department of a five-star hotel in Kathmandu met an fire accident while cooking food. As a met an fire accident while cooking food. As a result, he has lost his visibility and the fingers result, he has lost his visibility and the fingers of both the hands. He has a wife and two of both the hands. He has a wife and two school going children. All dependent on him. school going children. All dependent on him.

As a genuine hotelier, what should be the As a genuine hotelier, what should be the response of the management in this case? And response of the management in this case? And why? Also discuss a few consequences if the why? Also discuss a few consequences if the management fails to deliver with a management fails to deliver with a righteousness consideration in this case. righteousness consideration in this case.