hr ppt.pptx

7/27/2019 HR PPT.pptx

1/29

BY:

BHUMI SHAH

HARIPRASAD VSWAPNIL WADIKAR

MAYANK SAREEN


2/29

It is simply a complaint, which has been formallypresented in writing, to a management representativeor a union official.

BUT WHAT DOES PEOPLE THINK?

It is a complaint that has been ignored, overridden ordismissed without due consideration.


3/29

FACTUAL

-When an employee is dissatisfied with his job, for genuine or factualreasons like a breach of terms of employment or any other reasons thatare clearly attributed to the management, he is said to have a factualgrievance

IMAGINARY- When an employees grievance or dissatisfaction is not because of anyfactual or valid reason but because of wrong perception, wrong attitude or

wrong information he has. Such a grievance is called an imaginarygrievance

DISGUISED

- An employee may have dissatisfaction for reasons that are unknown tohimself. This may be because of pressures and frustrations that anemployee is feeling from other sources like his personal life.


4/29

Exit interview:

Employees usually quit organizations due to dissatisfaction orbetter prospects elsewhere. Exit interviews, if conducted carefully,can provide important information about employees grievances.

Gripe box:

These are boxes in which the employees can drop their anonymouscomplaints. They are different from the suggestion boxes in whichemployees drop their named suggestion with an intention toreceive rewards

Opinion Survey:The management can be proactive by conducting group meetings,periodical interviews with employees, collective bargainingsessions etc.


5/29

AND ???

THE

OPEN

DOOR

POLICY


6/29

Some organisation extend a general invitation to theiremployees to informally drop in the managers roomany time and talk over their grievances. This can bevery effective because it can nip the evil in the bud.That is it can take care of the problem before it getsout of hand. In fact the management should holdformal and informal get together with the employees.


7/29

Grievances resulting from workingconditions

Improper matching of the worker with the job. Changes in schedules or procedures.

Non-availability of proper tools, machines and equipment fordoing the job.

Unreasonably high production standards.

Poor working conditions.

Bad employer employee relationship, etc.


8/29

Grievances resulting from management policy Wage payment and job rates. Leave. Overtime. Seniority and Promotional.

Transfer. Disciplinary action. Lack of employee development plan. Lack of role clarity.

Grievances resulting from personal maladjustment Over ambition. Excessive self-esteem or what we better know as ego. Impractical attitude to life etc.


9/29

Frustration

Alienation

Demotivation Slackness

Low Productivity

Absenteeism

Indiscipline

Labour unrest


10/29

The Model Grievance Procedure was formulated inpursuance to the Code of discipline adopted by the 16th

Session of the Indian Labour Conference in 1958.


11/29

Patient hearing by superior Anxiety to solve problem

If imaginary -convince workers

Time limit Writing the grievance

Relevant facts

Communication of redressed

Follow up-Action

Essentials


12/29

Conformity with existing legislation Acceptability

Simplicity

Promptness

Training

Follow-up


13/29

Discipline is most of the times intercepted as sort ofcheck or restraint on the freedom of person.

Three Interpretation of Discipline1. Negative Discipline

2. Positive Discipline

3. Self Discipline & Control


14/29

Point Negative Discipline Positive Discipline

Concept It is adherence to establishnorms and regulations out offear of punishment.

It is the creation of conductiveclimate in an organization so thatemployees willingly confirm to

the established rules.

Conflict Employees do not perceive thecorporate goals as their own.

There is no conflict betweenindividual and organizationalgoals.

Supervision Requires intense supervisorycontrol to prevent employeesfrom going off the track.

Employees exercise self control tomeet organizational objective.


15/29

Violation of established rules and procedures.

Causes of Indiscipline:

Absence of effective leadership

Unfair management practices Communication barriers

Non-uniform disciplinary action

Divide and rule policy

Inadequate attention to personnel problems Victimization


16/29

Positive Discipline Approach

Progressive Discipline Approach

The Red Hot Stove rule

Judicial Approach to Discipline in India


17/29

This approach builds on the philosophy that violationsare actions that usually can be corrected withoutpenalty.

Steps in Positive Discipline Approach:

An Oral Reminder

A Written Reminder

A Decision-making Leave


18/29

In this approach discipline is imposed in a progressivemanner, Giving an opportunity to the employee tocorrect his/her misconduct voluntarily.


19/29

Termination

Improper Behavior

Does this Violation

warrant disciplinaryaction?

Does this violationwarrant more than an

Oral warning?

Does this violationwarrant more than a

written warning?

Does this violationwarrant more than a

suspension?

Suspension

Written Warning

Oral Warning

No DisciplinaryAction

No

No

No

No

Yes

Yes

Yes

Yes


20/29

It draws an analogy between touching a hot stove andundergoing discipline.

Consequences of the Red Hot Stove Rule:

Burns immediately

Provides warning

Gives consistent punishment

Burns impersonally


21/29

Industrial Employment Act passed in 1946: The Act defines the service rules and prepare standing

orders.

Industrial Disputes Act 1947: Prescribes an elaborate procedures for discharging a

delinquent employee even on grounds of seriousmisconduct.

The Payment of Wages Act: Places restrictions on the imposition of fines on an

accused employee.


22/29

Issuing a letter of charge

Consideration of explanation

Show-cause notice

Holding of a full-fledged enquiry Making a final order of punishment

Follow-up


23/29

Rules and performance criteria

Documentation of the facts

Consistent response to rule violations

Training of supervisors Prompt action

Impersonal discipline

Reasonable penalty

Follow up


24/29


25/29


26/29

Case not strong for Babbir Singh.

He is at fault due to his in-disciplined behavior. Inspite of being warned several times, he did not changehis attitude of coming late.

Case seems to be in favor of the supervisor Rajinder as

he had given innumerable prior warnings to BabbirSingh.

However, the supervisor is also at fault due to hisbiased behavior as he is not terminating another

employee who also comes late. Hence, everything is not in order.


27/29


28/29

Both sides are at fault. The employee is in-disciplined andthe supervisor is unethical.

Hence, just taking action against Babbir will not suffice.

According to us, Babbir Singh should once again appeal to

the management to give him one more chance and give awritten assurance that he will come to work on time, elsehe can be terminated.

Then, in order to avoid the union fights, Babbir Singhshould approach the grievance cell and voice his problem

that the supervisor is biased. The supervisor should be warned to treat all employees

equally.


29/29

hr ppt.pptx

Documents