BBA106_Human Resource Management (1)

………………………………………………………………………………………….……………… …………………………………………………………………………………………………………. UNIT END QUESTIONS (MCQ AND DESCRIPTIVE) A. Descriptive Types Questions 1. What is industrial relation? Discuss on the Marxist Approach 2. Discuss the Dunlop’s approach to industrial relations. 3. Identify and state features of proactive strategy. 4. What do you mean by Industrial relations? What measures would you suggest to improve labour relations in a firm? 5. Do you think the right of the workers to strike is a fundamental right - as guaranteed in the Constitution of India? Justify 6. Examine the current state of Industrial relations in India. What measures would you suggest to make these more cooperative? B. Multiple Choice Questions 1. Who among the following advocated the Trusteeship Theory of Industrial Relations? a. M. K. Gandhi b. N. M. Lokhande c. V. V. Giri d. Karl Marx 2. Which of the following are approaches to Industrial relations? a. System Approach b. Sociological Approach c. Human Relations Approach d. All of the above 3. Which of the following methods are used in Industrial Relations System? a. Collective Bargaining b. Discipline Procedure c. Grievance Redressal Machinery d. All of the above 4. Who has coined the term Industrial Democracy? a. Karl Marx b. Sydney and Beatrice Webbs 97 CU IDOL SELF LEARNING MATERIAL (SLM)

c. Peter F. Drucker d. John Dunlop 5. Employees join unions to fulfil their needs. a. social b. esteem c. economic d. All of the above Answers: 1-a, 2-d, 3-d, 4-b, 5-d. REFERENCES  Aswathappa, K. (2002). Human Resource Management. New Delhi: Tata McGraw-Hill.  Dessler, G. (2012). Human Resource Management. New Delhi: Prentice-Hall of India.  Rao, V.S.P. (2002). Human Resource Management: Text and cases. New Delhi: Excel Books.  Decenzo, A. & Robbins P Stephen. (2012). Personnel/Human Resource Management. New Delhi: Prentice-Hall of India.  Ivancevich, M John. (2014). Human Resource Management. New Delhi: Tata McGraw-Hill.  Mamoria, C.B. (2002). Personnel Management. Mumbai: Himalaya Publishing House.  Dipak Kumar Bhattacharyya, Human Resource Management, Excel Books.  French, W.L. (1990), Human Resource Management, 4th ed., Houghton Miffin, Boston.  H.J. Bernardin, Human Resource Management, Tata McGraw Hill, New Delhi, 2004.  Madhurima Lall and Sakina Qasim Zaidi, Human Resource Management, Excel Books.  en.wikipedia.org/wiki/Industrial_relations http://www.citehr.com/596-industrial-relation- india.html  http://www.ilo.org/public/english/dialogue/actemp/downloads/ publications/srseleme.pdf  http://www.xlri.ac.in/scripts/pmoverview.php 98 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT –10 INDUSTRIAL DISPUTES Structure Learning Objectives Introduction Meaning Causes of disputes Consequences of Industrial Disputes. Summary Key Words/Abbreviations Learning Activity Unit End Questions (MCQ and Descriptive) References LEARNING OBJECTIVES After studying this unit, you will be able to:  State the meaning of industrial disputes  Identify the causes of industrial disputes  Explain consequences of industrial disputes INTRODUCTION In common parlance, dispute means difference or disagreement of strife over some issues be•tween the parties. As regards industrial dispute, since its settlement proceeds as per the legal provi•sions contained in the ‘Industrial Disputes’ Act, 1947, hence it seems pertinent to study the concept of industrial disputes from a legalistic angle. According to Section 2 (k) of the Industrial Disputes Act, 1947, the term ‘industrial dispute’ means “any dispute or difference between employers and employers or between employers and workmen, or between workmen and workmen, which is connected with the employment or non- employment or the terms of employment and conditions of employment of any person”. The above definition is too broad and includes differences even between groups of wor kmen and employers engaged in an industry. However, in practice, industrial disputes mainly relate to the difference between the workmen and the employers. Dispute differs from discipline and grievance. While discipline and grievance focus on individuals, dispute focuses on collectively of individuals. In other words, the test of industrial dispute is that the interest of all or majority of workmen is involved in it. 99 CU IDOL SELF LEARNING MATERIAL (SLM)

MEANING OF INDUSTRIAL DISPUTES: An Industrial Dispute means any dispute or difference between employers and employers or employers and workmen or between workmen and workmen which is connected with employ•ment or non-employment or terms of employment or conditions of labour, of any person. Every human being (say a worker) has certain needs, e.g., economic needs, social needs and needs for security. When these needs do not get satisfied, there arises a conflict between labour and capital. A conflict means a struggle or clash between the interests of the employer and the workers. For example, in order to compete in the market, the employer would like to reduce the price of his product and for doing so he will tend to reduce the wages of the workers; the workers would not agree to it and the result will be an industrial conflict between the employer and the workers. When an industrial conflict (which otherwise is general in nature) acquires a concrete and specific display or revelation, it becomes an Industrial Dispute. A conflict takes the shape of Industrial Dispute as soon as the issues of controversy are submitted to the employer for negotiations. An industrial dispute may be looked upon as a controversy or disagreement between employer (or management) and the workmen on issues such as: i. Wages and other benefits, ii. Work hours and working conditions, etc. Industrial disputes cause losses to, workers, management and nation as a whole. (i) Workers lose their wages. (ii) Management loses its profit, (iii) Public suffers due to shortage of goods in the market. (iv) Nation suffers due to loss of production. CAUSES OF INDUSTRIAL DISPUTES Even the smallest of the reasons can contribute to the raising of conflicts in an organizational setup if it impacts the respondent to a great extent. Let us have an in-depth analysis of each of these causes by reaching out to the roots of industrial disputes: Economic Causes The ultimate aim of the labour is to earn their livings and meet their economic ends. Whereas, for the business, it is generating profits. Therefore, on the non-fulfilment of these needs, industrial disputes can take place between the management and the labour. It includes demanding a higher wage, increasing the profits, bonus and allowances, replacing machinery, improving working conditions, duration and other necessary facilities. 100 CU IDOL SELF LEARNING MATERIAL (SLM)

Managerial Causes Lack of administrative support and attention towards labour leads to industrial disputes. Following are the various managerial causes of industrial disputes:  Retrenchment or layoff of the workers without any reason;  the inefficiency of the management to initiate leadership in the organization;  poorly built and dissatisfying recruitment policies and practices;  the employer does not comply with the agreement and codes such as code of discipline and collective bargaining;  the management does not acknowledge the trade unions as a representative of the union members, i.e., the workmen. Government Machinery At times, the government lacks a suitable strategy to address industrial disputes. Some of the drawbacks of the government machinery which lead to industrial conflicts are as follows:  The need for growth and development is not considered seriously;  difficulties in dealing with industrial culture and climate challenges;  the employers meagrely apply this settlement machinery;  there is a low level of trust of the employers and the employees, over the government’s settlement machinery. Voluntary Arbitration The word arbitration refers to the settlement of any dispute mutually with the help of an arbitrator. Thus, in voluntary arbitration, there is a third party involved in the settlement process. Its decision can be biased or unacceptable by either of the parties, which can result in further conflicts. Wage Boards The Indian government has set up wage boards for determining the suitable wages of the workmen or labourers.When the workmen are dissatisfied with their remuneration, there arises a condition of an industrial dispute. Joint Management Councils (JMC) The government created Joint Management Councils, which consist of equal representatives of both the parties to deal with the worker’s problems, but the idea failed due to lack of efficiency and progress. Other Causes The various other causes of industrial disputes are stated below:  Weak and multiple trade unions result in more conflicts; 101 CU IDOL SELF LEARNING MATERIAL (SLM)

 influence of the political party in power, supporting a particular trade union leads to conflicts;  the adverse effect of the relationship with the central and state governments, unstable political conditions and everyday responsibilities results in industrial disputes;  in some organizations, collective bargaining is not allowed since the workmen are not even permitted to make trade unions;  other reasons can be corruption, apparent consumption, role conflicts, etc. CONSEQUENCES OF INDUSTRIAL DISPUTES The consequences of an industrial dispute are hazardous to the employer, employees, organization, society and the economy. However, it is taken as a useful tool by the workers, to raise their voice and put up their demands in front of the management or employers. It empowers the labours and protects their rights of speech in the organization. Following are some of the essential ways in which the industrial disputes takes shape in the organization and are carried out by the employees as well as the employer sometimes: Fig.10.1 Consequences of Industrial Disputes Strikes It is a way through which a group of workmen exercise pressure on the management by stopping the work and protesting against the employers to get their demands fulfilled. Following are the different types of strikes: 102 CU IDOL SELF LEARNING MATERIAL (SLM)

Primary Strikes: The strikes which are directly projected against the employers are called as primary strikes. Some of the most common primary strikes are as follows: Gherao: Gherao refers to physically encircling the managers by the workmen to create a restricted area where no one can move in or out. The targeted managers are humiliated through; abuses also they are restricted move in or out. Picketing: Picketing is the process of putting up signboards, play cards and banners by the workmen to display their protest or dispute in front of the public. To involve maximum workers in the strike, some union members are made to stand at the factory gate to influence others too. Boycott: As the name suggests, boycott refers to interrupting business operations. It requests the other labourers to temporarily pull back their co-operation with the management and contribute to the strike. Stay Away Strike: In a stay-away strike, the workmen organize a protest in the form of demonstrations, marches, rallies, apart from the workplace. Pen Down Strike: It is also known as the sit-down strike or tools down strike. Though the workmen come to the workplace daily and also avails the work facilities, they sit idle and stop working. Token Strike: A token strike is a short form of protest where the workmen stop their work for a definite period. It is usually for as short as 24 hours, to hamper a day’s production or so and get their demands fulfilled by the management. Lightning Strike: The lightning strike is that form of strikes where the workmen call off the work immediately without giving any prior information or warning to the management. It is also termed as a catcall strike. Go Slow Strike: This is another harmful way of protesting against the management where the workmen secretly plan to decrease their work speed so that the production is hampered. However, in front of the management, they pretend to be highly committed towards their job. Work to Rule: In this type of strike, the employees strictly follow their job rules or contract and stops performing any additional task, other than what all is mentioned in their agreement. 103 CU IDOL SELF LEARNING MATERIAL (SLM)

Hunger Strike: One of the most common forms of a strike is the hunger strike. The workmen go on fasting for an indefinite period and sit nearby the workplace or the employer’s house to project their demands. Secondary Strikes: The other name for the secondary strike is the sympathy strike. In this, the force is applied against the third person having sound trade relations with the organization to indirectly incur a loss to the employer and the business. The third person does not have any other role to play in such a strike. Other Strikes: There are undoubtedly other forms of strike too, which takes place on a vast level involving and affecting a large number of people. These are as follows: General Strike: The strikes which are conducted on a mass level, i.e., in the whole country or state or city instead of just a single organization for fulfilment of a demand unanimously like job permanency or an increase in pay, etc. Political Strike: Any law or act proposed by the government for making changes to the working terms or conditions when unaccepted by the workers is protested through political strike on a massive level. Particular Strike: The protest against a specific issue or person within a city, state or country and take up a colossal form is termed as a particular strike. Bandhs: Bandh is adopted in countries like Nepal and India where a specific community or a political party calls for a general strike across the city or state or country. It is a form of civil disobedience and sometimes become violent, even involving stone attacks or arson attacks at times. Lockouts This form of an industrial dispute is raised by the employers to impose specific terms and conditions on the workers. It is very different from layoff, retrenchment, termination or prohibition of employees. In lockouts, the employer temporarily closes down the workplace or stops the work or takes action like suspending the workers to force them to follow the new terms and conditions. SUMMARY  Industrial disputes are conflicts, disorder or unrest arising between workers and employers on any ground. Such disputes finally result in strikes, lockouts and mass refusal of employees to work in the organization until the dispute is resolved. So, it can be concluded that Industrial 104 CU IDOL SELF LEARNING MATERIAL (SLM)

Disputes harm both parties’ employees and employers and are always against the interest of both employees and the employers.  Industrial disputes arise due to several causes relating to recognition, retrenchment, employment conditions, indiscipline, wages and allowances, bonus, ill-treatment, etc  The common consequences of industrial disputes are loss of production, income, and employ•ment and increase in inflation and cost of living. Alternatively speaking, industrial disputes injure economic welfare of the nation broadly in two ways.  Firstly, work-stoppages impoverish the workers actually involved in the disputes and, thus, lessens, their demand for the goods manufactured by other industries.  Secondly, if the industry under work-stoppage manufactures items that are used in the conduct of other industries, it lessens the supply of raw materials for their production. KEY WORDS/ABBREVIATIONS  Complaint: A spoken or written dissatisfaction brought to the attention of the supervisor or the shop steward  Dissatisfaction: Anything disturbs an employee, whether or not the unrest is expressed in words.  Grievance: A formal complaint or allegation by an employee or group of employees made to unfair treatment or violation of a union contract.  Grievance arbitration: Also referred to as grievance mediation, it is a proactive, voluntary process, which utilizes an arbitrator to assist and issue a binding resolution of grievances over the application or interpretation of a collective bargaining agreement.  Grievance procedure: The process and guidelines to be followed by employees, management or the union when resolving differences or conflicts.  International Labor Organization (ILO): A specialized agency of the United Nations that deals with labor issues.  International representative: An officer of an international union who has been appointed by the union’s executive board to serve as a liaison between the national or international level of the union and locals. LEARNING ACTIVITY 1. What is Gherao? ………………………………………………………………………………………………………. ………………………………………………………………………………………………………. 2. What are the main differences between Lock outs and layoffs? ………………………………………………………………………………………………………… ……………………………………………………………………………………………………........ 105 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT END QUESTIONS (MCQ AND DESCRIPTIVE) A. Descriptive Types Questions 1. What are industrial disputes? 2. Identify and describe causes of disputes with relevant examples. 3. Describe consequences of industrial disputes with examples. 4. Examine the current state of labour-management relations in India. What measures would you suggest to make these more cooperative? 5. What is strike? List down different types of strikes with relevant examples. B. Multiple Choice Questions 1 Who are the actors of Industrial Relations? a. Workers and their organisations b. Employers and their organisations c. Government and the role of the State d. all of the above 2 Which is the machinery for settlement of Industrial Disputes? a. Industrial Tribunal b. National Tribunal c. Labour court d. all of the above 3 First National Commission on Labour (NCL) submitted its report in the year: a. 1969 b. 1958 c. 1999 d. 1947 4 Second National Commission on Labour (NCL) submitted its report in which year and under whose chairmanship? a. 1999, Ravindra Varma b. 2000, Ravindra Varma c. 1998, B.P. Wadia d. None of the above Answers: 1-d, 2-d, 3-a, 4-a 106 CU IDOL SELF LEARNING MATERIAL (SLM)

REFERENCES  Aswathappa, K. (2002). Human Resource Management. New Delhi: Tata McGraw-Hill.  Dessler, G. (2012). Human Resource Management. New Delhi: Prentice-Hall of India.  Rao, V.S.P. (2002). Human Resource Management: Text and cases. New Delhi: Excel Books.  Decenzo, A. & Robbins P Stephen. (2012). Personnel/Human Resource Management. New Delhi: Prentice-Hall of India.  Ivancevich, M John. (2014). Human Resource Management. New Delhi: Tata McGraw-Hill.  Mamoria, C.B. (2002). Personnel Management. Mumbai: Himalaya Publishing House.  French, W.L. (1990), Human Resource Management, 4th ed., Houghton Miffin, Boston.  H.J. Bernardin, Human Resource Management, Tata McGraw Hill, New Delhi, 2004.  Ivancevich, JM (2008), Human Resource Management, Tata McGraw Hill.  Madhurima Lall and Sakina Qasim Zaidi, Human Resource Management, Excel Books.  PL Rao, Comprehensive HRM, Excel Books.  Rao P.S. (2008), Essentials of Human Resource Management and Industrial Relations, Text Cases and Games, Himalaya Publication.  https://www.yourarticlelibrary.com  https://www.managementstudyguide.com 107 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT –11 EMPLOYEE GRIEVANCES Structure Learning Objectives Introduction Meaning Types of grievances Model grievance procedure Summary Key Words/Abbreviations Learning Activity Unit End Questions (MCQ and Descriptive) References LEARNING OBJECTIVES After studying this unit, you will be able to:  State the meaning of grievance  Explain types of grievances  Describe model grievance procedure INTRODUCTION Despite the best of management practices in acting and communicating, conflicts between employees and the organisation will occur. Conflict per se is neither bad nor contrary to good organisation. Disagreements and dissatisfactions can be helpful in re-examining the basic assumptions and practices to the end that adjustments can be made to improve overall organizational effectiveness. The first step in the resolution of conflict is the discovery of the conflict and its exposure. Employers can devise and put in place a variety of upward channels of communication, and a properly constituted grievance procedure is one such valuable channel through which employees can bring their dissatisfaction to the notice of management. It is desirable that organisations should be proactive in designing and putting in place a formal grievance procedure, which allows employees to ventilate and seek redressal of work-related dissatisfaction. There is hardly any organisation where the employees do riot have grievances of one kind or another. The grievances may be real or imaginary, valid or invalid, genuine or false; yet in all cases, grievances produce unhappiness, discontent, indifference, low morale and frustration, which may adversely affect the employees' commitment, concentration, efficiency and Grievance Handling effectiveness. A large number of work stoppages, shop floor incidents, strikes, violent and Discipline and disorderly behaviour patterns can be attributed to the faulty handling of grievances by managers or, in certain situations, to their refusal to 108 CU IDOL SELF LEARNING MATERIAL (SLM)

recognize the very existence of grievances. The costs of unattended or faultily handled grievances can be very high in terms of time lost, poor performance, damage to the plant and machinery arising out of neglect or sabotage, employee resentment, poor customer service, resistance to change, union - management conflict and so on. A well-defined, time-bound, in-house, grievance redressal machinery would go a long way in maintaining industrial peace and harmony apart from heightening employee commitment and morale. Effective grievance administration helps management to shift from purely preventive and maintenance needs to the growth and developmental needs of employees such as improving communication, job redesign, integration with corporate goals, fostering democratic and participative culture. MEANING OF GRIEVANCE The definition of grievance can differ from organisation to organisation and from one thinker to another. For the purpose of present discussion and in the context of employment relations, it can be broadly defined as \"any discontent or dissatisfaction, whether expressed or not, whether valid or not, arising out of anything connected with the company that an employee thinks, believes or even f eels as unfair, unjust or inequitable.\" (Prof. Jucius). This definition predicates that the grievance: (a) can be either silent or expressed by the employee; (b) is written or unwritten; (c) is valid and legitimate or untrue or completely baseless, and (d) must have something to do with the employment relationship. Keith Davis defines grievance as \"any real or imagined feeling of personal injustice which an employee has concerning his employment relationship.\" The common thread in the above definitions is that the discontent can be termed as grievance only if it is connected with organisational policies and practices affecting the employees in their work situation. Further, the expressions 'grievance redressal' and 'grievance resolution' presuppose that the employer has the power and authority to resolve the employee' discontent by making suitable adjustments in the organizational policies or practices. By the same token, any discontent arising out of extra-mural, personal or family relations, which has nothing to do with the terms of employment, is clearly outside the scope of the grievance procedure. Whether or not an employee is aggrieved of an organisational decision is up to him, and not to the supervisor or any other manager of the organisation. Managers should be alive and sensitive to employee' discontent, notwithstanding their personal opinion about the validity of the discontent. They should watch for unexpressed dissatisfaction and, if necessary, extend all support to individual employees to muster courage and express it. TYPES OF GRIEVANCE It is an uphill task to give clear-cut boundaries of types of grievances. However, on the basis of nature of the grievances different types of grievances can be possible. Research study on grievances shows that there are different types of grievances and its types are the following: 1. Visible Grievances or Hidden Grievances: 109 CU IDOL SELF LEARNING MATERIAL (SLM)

When the grievances are clearly visible to the others is called visible grievances. But it is not necessary that all times these are visible then these are called hidden one. It is called hidden grievances. 2. Real or Imaginary: The grievances may be real or imaginary also. These may be called genuine or imaginary too. When a grievance is due to a valid reason and related to the terms of employment only. The management or concerned party responsible for redressing of grievance is called real, genuine or factual grievance. Second, imaginary grievance is that when it is there not for any valid reason. The management is not at fault. It is called imaginary only. 3. Expressed or Implied: There may be expressed or implied grievances. When an employee felt the grievance and expressed or reports to the management in written or oral forms, is called express because it has been made clear. When it is not made clear but from the situation it can be inferred or judged that there is a grievance. That type of grievance is called implied grievance. 4. Oral or Written: According to the way of expression, the grievances can be oral or written. When orally it is reported or expressed then it is called oral grievance. An employee makes a written complaint then it becomes written grievance. Entirely according to their expression, the grievances are classified. 5. Disguised Grievances: Sometime the grievances take place but the employees do not know the reasons of grievances. The causes of grievances are unknown. These are called disguised grievances. This type of grievances take place due to mental pressure or frustration due to other factors and not related to work. 6. Individual or Group Grievances: The grievances may be related to individual employee or a group of employees. In group we may include team, department, etc. When an individual is affected then it is called individual grievance. When a group is affected due to the grievances and reported then it becomes a group grievance. Other factors for formation of types are not considered other than party affected. 7. Union Grievances: The union presents the grievances to the management on behalf of member employees then it becomes union grievance. It is presented in the interest of everyone in the union and not for individual employee. When the employees felt that the terms of employment are violated then union takes the initiative in reporting of the grievances. The union presents the case for collective agreements in this case. 8. Policy Grievances: When a grievance is related to policy of the company relating to terms of employment is called policy grievance. The terms of employment may include appointment, training, compensation, promotion and transfer, rewards and incentives, bonus, allowances, etc. When these are violated by the management and reported by employees’ union then it becomes a policy grievance. 110 CU IDOL SELF LEARNING MATERIAL (SLM)

MODEL GRIEVANCE PROCEDURE The Code of discipline, adopted in the 16th session of the Indian Labour Conference, highlighted the need for a model grievance procedure as under:  The aggrieved employee to present grievance verbally in person to the officer designated for this purpose, who shall give an answer within 48 hours.  If the employee is not satisfied with the decision, he can, accompanied by a union representative, present the grievance in writing to the head of the department, who shall settle it within 3 days.  If the workman is still dissatisfied, lie may request the departmental head to refer the matter to the grievance committee, which normally consists of equal representatives of management and the union. The grievance committee shall submit its recommendations to the manager concerned within 7 days of receipt of the grievance. Unanimous recommendations shall be straight away implemented by the management. In any case, the decision should be is communicated to the employee by the personnel officer within 3 days of the receipt of the recommendations of the grievance committee.  If dissatisfied with the decision, the employee has a right of appeal to the higher tier of management for revision. A decision on the appeal should be communicated within 7 days.  If still not satisfied with the-decision, the union may ask for voluntary arbitration in the matter. Principles Governing a Good Grievance Procedure An ideal grievance procedure should rest on the following principles: o It should be prompt, well-defined, simple and time-bound. o It should encourage employees to ventilate grievances without any inhibition, howsoever minor or imaginary they may be. o It should facilitate settlement at the lowest rung of the ladder as far as practicable. o It should be in conformity with the existing legislation. o It should permit active involvement of union at the stage of formulating the grievance procedure and also in its implementation. o Tt should gain the confidence of employees at large. o It should promote a healthy industrial relations climate. Procedure to Handle Grievances Grievances are but natural in organizations. However, like disciplinary problems, grievances also benefit none. Hence, there is a need for handling or redressing grievances. For this, most large organizations in India have, therefore, evolved a formal grievance procedure which enables an organization to handle grievances satisfactorily. As a matter of fact, there are several substantive reasons for having a formal grievance procedure in an organization. 111 CU IDOL SELF LEARNING MATERIAL (SLM)

The important ones are listed as follows: (i) It provides an established and known method of processing grievances and keeps this open. (ii) It brings grievance to the knowledge of management so that it can know and understand them to take necessary action for their settlement. (iii) It gives an assurance to the employee that there is a mechanism available to consider his or her grievance in a dispassionate and detached manner. (iv) Venting his grievance and being heard gives the employee a feeling of being cared for. This not only gets it off his chest”, but also helps him improve his morale and productivity. (v) Involving several levels of organization in the grievance procedure provides help on two dimensions. Firstly, the supervisor who is the first level in the grievance process cannot be by-passed by the worker. Secondly, involvement of several hierarchical levels in the grievance machinery releases exclusive reliance on the supervisor who can’t jeopardize the interest of the employee. The supervisor knows his is a placatory role. (vi) Involvement of various levels makes them know the kinds of issues that concern workers and managers. (vii) Lastly, it checks the managers from taking arbitrary and biased actions against the workers as they know that their actions are subject to challenge. According to Michael Armstrong’, a formal grievance procedure provides the following benefits: (i) A channel for an aggrieved employee to express and present his grievance. (ii) An assurance for dispassionate handling of one’s grievance. (iii) An assurance about the availability of some machinery for prompt handling of grievance. (iv) A means by which an aggrieved employee can release his feelings of discontent or dissatisfaction with his job. Grievance which indicates discontent and dissatisfaction among employees adversely affects their productivity. In other words, by not initiating timely action to deal with grievance, the organization tends to lose the productive efforts of the discontented employee. It is indeed unrealistic to assume that an aggrieved or dissatisfied employee will put his or her best efforts on the job. The redressal of the employees’ grievances, therefore, assumes importance. The procedure the management applies to deal with the employee’s grievances can be stated as follows: 1. Timely Action: The first and foremost requisite in grievance handling is to settle them immediately as and when they arise. Or say, grievances need to be nipped in the bud. Sooner the grievance is settled, lesser will be its effects on employees’ performance. This requires the first line supervisors be trained in recognizing and handling a grievance properly and promptly. 112 CU IDOL SELF LEARNING MATERIAL (SLM)

2. Accepting the Grievance: The supervisor should try to recognize and accept the employee grievance as and when it is expressed. It must be noted that acceptance does not necessarily mean agreeing with the grievance, it simply shows the willingness of the supervisor to look into the complaint objectively and dispassionately to deal with the grievance. Evidences suggest that more the supervisor shows his or her concern for the employees, lesser is the number of grievances raised by the employees. 3. Identifying the Problem: The grievance expressed by the employee maybe at times simply emotionally, over-toned, imaginary or vague. The supervisor, therefore, needs to identify or diagnose the problem stated by the employee. 4. Collecting the Facts: Once the problem is identified as a real problem, the supervisor should, then, collect all the relevant facts and proofs relating to the grievance. The facts so collected need to be separated from the opinions and feelings to avoid distortions of the facts. It is useful to maintain the facts for future uses as and when these are required. 5. Analyzing the cause of the Grievance: Having collected all the facts and figures relating to the grievance, the next step involved in the grievance procedure is to establish and analyze the cause that led to grievance. The analysis of the cause will involve studying various aspects of the grievance such as the employees past h istory, frequency of the occurrence, management practices, union practices, etc.. Identification of the cause of the grievance helps the management take corrective measures to settle the grievance and also to prevent its recurrence. 6. Taking Decision: In order to take the best decision to handle the grievance, alternative courses of actions are worked out. These are, then, evaluated in view of their consequences on the aggrieved employee, the union and the management. Finally, a decision is taken which is best suited to the given situation in the organization. Such decision should serve as a precedent both within the department and the organization. 7. Implementing the Decision: The decision, whatsoever taken, must be immediately communicated to the employee a nd also implemented by the competent authority. McGregor’s “Hot- stove Rule” should be strictly followed while implementing the decision. The decision, thus, implemented should also be reviewed to know whether the grievance has been satisfactorily resolved or not. In case, it is not resolved, the supervisor once again needs to go back to the whole procedure step by step to find out an appropriate decision or solution to resolve the grievance. However, if the grievance is not resolved at the internal level, the grievance is, then, referred to an arbitrator who is acceptable to the employee as well as the management. The arbitrator follows a quasi-judicial process where both the parties present evidence. 113 CU IDOL SELF LEARNING MATERIAL (SLM)

Based on the evidences so produced, the matter is cross-examined in thread-bare. The arbitrator then thinks, applies his mind and arrives at a decision. The decision taken by arbitrator is final and binding on both the parties. SUMMARY  A grievance refers to any form of discontent of dissatisfaction, arising out of employment, regarding certain organisational issues.  A grievance many be factual, imaginary or disguised.  If grievances are not identified and redressed properly, they may adversely affect the workers, managers and the organisation.  Grievances may be uncovered through observation, gripe boxes, an open-door policy, exit interviews and opinion surveys.  A grievance is a form of discontent or dissatisfaction. There are several reasons for this and grievance has several adverse effects on production, employer and individual employee.  There are several channels for discovering grievances. Machinery for grievance handling procedure has been described and a model grievance handling procedure has been provided at the end of the unit. KEY WORDS/ABBREVIATIONS  Dissatisfaction: Anything disturbs an employee, whether or not the unrest is expressed in words.  Complaint: A spoken or written dissatisfaction brought to the attention of the supervisor or the shop steward  Grievance: A formal complaint or allegation by an employee or group of employees made to unfair treatment or violation of a union contract.  Grievance arbitration: Also referred to as grievance mediation, it is a proactive, voluntary process, which utilizes an arbitrator to assist and issue a binding resolution of grievances over the application or interpretation of a collective bargaining agreement.  Grievance procedure: The process and guidelines to be followed by employees, management or the union when resolving differences or conflicts.  International Labor Organization (ILO): A specialized agency of the United Nations that deals with labor issues.  International representative: An officer of an international union who has been appointed by the union’s executive board to serve as a liaison between the national or international level of the union and locals. 114 CU IDOL SELF LEARNING MATERIAL (SLM)

LEARNING ACTIVITY 1. What are the major determinants of grievances? ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… 2. How can you manage grievances in organisational settings? ……………………………………………………………………………………………........……… ……………………………………………………………………………………………................ UNIT END QUESTIONS (MCQ AND DESCRIPTIVE) A. Descriptive Types Questions 1. What are principles of good grievance procedure? 2. What is a grievance? Outline its causes and symptoms? 3. Describe grievance handling procedure being followed in your organization? 4. Why should organizations have a formal grievance procedure? Explain with examples. 5. Discuss the model grievance procedure that is applicable in India. What are the essential pre- requisites of a grievance procedure? 6. How would you try to uncover grievances? Justify B. Multiple Choice Questions 1. Most formal grievances raised in the workplace are related to – a. Low pay b. Harassment and bullying by managers c. Dislike of individual managers d. Employees attempting to resist being managed 2. Advantages of grievances handling procedure – a. Management can know employees’ feelings b. Employee gets grievances ventilated c. Keeps a check on supervisor’s attitude d. All of these 3 How to handle grievances? a. Grievance in writing / taking to employee directly for speaking truth / ensure confidentiality and handle the case within tie frame 115 CU IDOL SELF LEARNING MATERIAL (SLM)

b. Treat each case as important, and obtain grievances in writing / examine company’s position / identify violations / do not hold back the remedy, if the company’s wrong + (a) above c. Get all the facts (relevant) about the grievance / examine the personnel record of the aggrieved worker / gather information from the union representative properly + (b) above d. Identify grievance / previous record of the worker / companies’ rules and prompt redressal of grievances, if genuine. 4. How the conflicts within employers and employees can be settled or prevented? a. Voluntary method b. Government Machinery c. Statutory Measures d. All of these 5. Why grievances should be redressed? a. Affects the individual b. Affects the management c. Collective disputes conversion d. All of these Answers: 1-b, 2-d, 3-c, 4-d, 5-d. REFERENCES  Aswathappa, K. (2002). Human Resource Management. New Delhi: Tata McGraw-Hill.  Dessler, G. (2012). Human Resource Management. New Delhi: Prentice-Hall of India.  Rao, V.S.P. (2002). Human Resource Management: Text and cases. New Delhi: Excel Books.  Decenzo, A. & Robbins P Stephen. (2012). Personnel/Human Resource Management. New Delhi: Prentice-Hall of India.  Ivancevich, M John. (2014). Human Resource Management. New Delhi: Tata McGraw-Hill.  Mamoria, C.B. (2002). Personnel Management. Mumbai: Himalaya Publishing House.  Madhurima Lall and Sakina Qasim Zaidi, Human Resource Management, Excel Books.  PL Rao, Comprehensive HRM, Excel Books.  Rao P.S. (2008), Essentials of Human Resource Management and Industrial Relations, Text Cases and Games, Himalaya Publication.  https://www.yourarticlelibrary.com 116 CU IDOL SELF LEARNING MATERIAL (SLM)

 https://www.managementstudyguide.com 117 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT –12 QUALITY OF WORK LIFE Structure Learning Objectives Introduction Meaning Objectives Major issues in quality of work life Strategies to improve work life. Summary Key Words/Abbreviations Learning Activity Unit End Questions (MCQ and Descriptive) References LEARNING OBJECTIVES After studying this unit, you will be able to:  State the meaning of quality of work life  List objectives of QWL  Explain major issues in quality of work life  Analyse strategies to improve work life INTRODUCTION The success of any organisation is highly dependent on how it attracts, recruits, motivates, and retains its workforce. Today’s organisations need to be more flexible so that they are equipped to develop their workforce and enjoy their commitment. Therefore, organisations are required to adopt a strategy to improve the employees’ quality of work life (QWL) to satisfy both the organisational objectives and employee needs. Quality of Working Life (QWL) is a term that had been used to describe the broader job -related experience an individual has. It has been differentiated from the broader concept of quality of life. To some degree, this may be overly simplistic, as Elizur and Shye concluded that quality of work performance is affected by quality of life as well as quality of working life. However, it will be argued here that the specific attention to work-related aspects of quality of life is valid. Whilst quality of life has been more widely studied, quality of working life, remains relatively unexplored and unexplained. A review of the literature reveals relatively little on quality of 118 CU IDOL SELF LEARNING MATERIAL (SLM)

working life. Where quality of working life has been explored, writers differ in their views on its core constituents. It is argued that the whole is greater than the sum of the parts as regards quality of working life, and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions which tackle only one aspect. A clearer understanding of the inter-relationship of the various facets of quality of working life offers the opportunity for improved analysis of cause and effect in the workplace. This consideration of quality of working life as the greater context for various factors in the workplace, such as job satisfaction and stress, may offer opportunity for more cost-effective interventions in the workplace. The effective targeting of stress reduction, for example, may otherwise prove a hopeless task for employers pressured to take action to meet governmental requirements. Work-life balance is balancing the priorities of career goals and family goals. Career goals include promotions, employment status, monetary earnings and the like. Family goals include spending more time with family members for spiritual activities, pleasure leisure, health, education and careers of family members. This concept reduces the gap between work and family in the process of balancing the demands of both. Certain jobs like allow work-life balance. MEANING OF QUALITY OF WORK LIFE There is no generally acceptable definition about the term ‘Quality of Work Life’. The term has different meanings to different persons. For example, for a new recruit, it may mean opportunities for advancement. While for a worker in an assembly line it may just mean a fair day’s pay. According to Richard and Loy, QWL is “the degree to which members of a work organization are able to satisfy import personal needs through their experience in the organization”. According to Nadler and Lawler – “Quality of Work Life (QWL) is concerned about the impact of work on people as well as on organization effectiveness, and the idea of participation in organizational problem solving and decision making.” The basic purpose of improving QWL is to change the climate at work so that human- technological-organizational interface leads to better quality of work life. There are many factors that can contribute to QWL. They are:  Adequate compensation to meet the needs of the socially determined standard of living  Healthy and safe working conditions  Respect for individual’s personal rights and the principles of natural justice and equity  Balance between work and family life 119 CU IDOL SELF LEARNING MATERIAL (SLM)

 Security and growth opportunity  Effects of Quality of Work Life  Job involvement-Job involved people spend more time on job and turn out better performance  QWL gives employee job satisfaction. High job satisfaction leads to high work performance, less employee turnover and less absenteeism.  As employees engage themselves more and more in work activities, they acquire a great sense of competence and experience and higher level of job involvement. OBJECTIVES The success of any organization depends on how it attracts recruits, motivates, and retains its workforce. Organizations need to be more flexible so that they develop their talented workforce and gain their commitment. Thus, organizations are required to retain employees by addressing their work life issues. The elements that are relevant to an individual’s quality of work life include the task, the physical work environment, social environment within the organization, administrative system and relationship between life on and off the job. The basic objectives of a QWL program are improved working conditions for the employee and increase organizational effectiveness. Organizational Environment: Maintaining a conducive organizational environment is not about managing retention. It is about managing people. If an organization manages people well, retention will take care of itself. Organizations should focus on managing the work environment to make better use of the available human assets. People want to work for an organization which provides-  Appreciation for the work done  Ample opportunities to grow  A friendly and cooperative environment  A feeling that the organization is second home to the employee  Organization environment includes  Culture  Values  Company reputation  Quality of people in the organization  Employee development and career growth  Risk taking 120 CU IDOL SELF LEARNING MATERIAL (SLM)

 Leading technologies  Trust Types of Environment Employees Seek in an Organization: 1. Learning Environment – It includes continuous learning and improvement of the individual, certifications and provision for higher studies, etc. 2. Support Environment – Organization can provide support in the form of work life balance. Work life balance includes:  Flexible hours  Telecommuting  Dependent care  Alternate work schedules  Vacations  Wellness Work Environment: It includes efficient managers, supportive co-workers, challenging work, involvement in decision- making, clarity of work and responsibilities and recognition. Lack or absence of such environment pushes employees to look for new opportunities. The environment should be such that the employee feels connected to the organization in every respect. Communication between Employee and Employer: Communication is a process in which a message is conveyed to the receiver by the sender. The message may be or may not be in a common format or language that both the sender and receiver understand. So, there is a need to encode and decode the message in the process. Encoding and decoding also helps in the security of the message. The process of communication is incomplete without the feedback. MAJOR ISSUES Though every organisation attempts to improve the employer-employee relations and through it, the quality of work life of employees, problems may occur in effective implementation of QWL programmes. These problems may occur because of: 1. Poor reward and recognition: People will not do their best when they feel that employers’ commitment in terms of reward and recognition is lacking. Commitment is a mutual phenomenon. When employers want to get the best from employees but do not give them reward and recognition, people will not be committed to work. 121 CU IDOL SELF LEARNING MATERIAL (SLM)

2. Dead-end jobs: Work which does not offer opportunities for growth and promotion is one of the greatest reasons for employees’ de-motivation and non-commitment. Jobs which deprive employees of self-development and growth opportunities lead to high dissatisfaction and disloyalty. 3. Managing by intimidation: Mistreating people and managing them by threats and embarrassment leads to employees’ dissatisfaction and weakens their commitment. In a best seller book” The Loyalty Link” Dennis G. Mc Carthty has identified managing by intimidation as one of the seven ways which undermine employees’ loyalty. 4. Negative working environment: Non-acceptance by colleagues, non-cooperation, too much politics, and negative behaviour by colleagues, supervisors and other people in the company also hamper commitment. At the end of the day people want peace of mind, which if not available in the work environment will discourage them to show total support to the company. 5. No job security: One of the major needs of employees is job security. If the employee feels that he can lose his job anytime, he would not be committed towards company’s goals. 6. Negative attitude: Some people by nature are not committed to anything and anyone and as such they would not be committed to their employers also. Commitment is an attitude and those who lack it will not be committed to their jobs. STRATEGIES TO IMPROVE QUALITY OF WORK LIFE QWL is the shared responsibility, not only of the management and workers but also of the union leaders, government officials and behavioral scientists. Hackman and Suttle outline six strategies which can be used for improving QWL in organizations. These strategies include:  The development of careers and career paths,  Work design,  Organizational reward systems,  Design and maintenance of group and inter-group relationships,  Managerial practices, and  Internal and external strategies for change. 1. Career and Career Paths: 122 CU IDOL SELF LEARNING MATERIAL (SLM)

Career refers to a sequence of positions occupied by an individual during the course of a lifetime. Exploration, establishment, mid-career, and later career are the four stages in an individual’s career. From the management’s point of view, the process of development of careers and career paths forms a means to improve, or at least, sustain employees’ productivity and prepare them for changing wor k situations in the organizational setting. It involves issues like career counseling, charting career paths, career information systems, human resource planning, periodic skill assessment, training and help for disadvantaged groups. Three conditions are needed for effective performance of activities concerning to development of career paths of employees in organizations. i. Coordination of these activities with other activities in HR management; ii. Active involvement of line supervisors in designing and implementing them; and iii. Provision for equal access to the benefit of all employees. 2. Work Design: Work design influences employee satisfaction, motivation and productivity. In order to improve quality of work life, work design must consider factors that moderate employees’ reactions to their work. These factors relate to individual differences and inter-personal and organizational factors. As there is no universally good work design, there are varied job-design options to improve QWL. Depending upon situational requirements, management may choose the relevant strategies for specific design alternatives. Whatever work design options management uses, the following strategies for planned personal and organizational change seem to be relevant for effective introduction of QWL through work redesign in organizational settings- i. Diffusing knowledge about work-redesign theory and practice; ii. Disseminating work-redesign innovations; iii. Paying more attention to the jobs of first level managers; and iv. Paying more attention to the role of unions in work-redesign efforts. 3. Reward Systems: The reward systems motivate employees in organizations. Workers do what satisfy their needs. Before doing anything, they look for the reward in terms of salary increases, benefits, desirable job assignments etc. which organizations control. These organizational rewards may be direct or indirect, financial or non-financial and distributed on individual or group basis. Whatever the type of rewards, they influence every other aspect of the organization and must be used as an integral part of any program of organization at change. 4. Design and Maintenance of Group and Inter-Group Relationships: There exists group dynamics in formal and informal situations. In conjunction with different characteristics of intra- group behavior there are systematic characteristics of inter-group relationships in organizations. There arises a complex set of behaviors, emotions, attitudes and beliefs when groups tend to have interdependent relationships. As a strategy to improve QWL, efforts may be made to take into account the dynamics of intra-group and inter-group relations in designing and maintaining them in organizations. Different behavioral 123 CU IDOL SELF LEARNING MATERIAL (SLM)

science interventions can be applied to reduce the destructive effects of inter-groups conflict and improve QWL. Such interventions aim to increase communications and interactions between work-related groups, reduce the amount of dysfunctional competition and replace a parochial, independent point of view with an awareness of the necessity for interdependence of action calling on the best efforts of these groups. 5. Managerial Practices: The prevailing management practices in an organization influence the quality of work life in it. Specifically, the role of supervision and management is of utmost significance in improving the QWL. The supervisor influences employees’ productive behavior through his treatment of the individuals and his influence on the design of jobs and the management influences through the reward systems and the development of team work. 6. Internal and External Strategies for Change: A set of internal and external strategies is used to introduce five strategies aimed at improvement of QWL in an organization. Before sticking to this set of strategies, there is a need to make a number of choices between centralized-de-centralized strategies, power-based and collaborative strategies, fast and slow-paced strategies, and individual and structure-oriented strategies. Often, three general strategies are used to introduce QWL programs. These are: i. Strategies arising internally in the organization, such as OD, or management and union strategies; ii. Strategies originating with political and special interest groups, such as community action approaches; and iii. Societal level strategies, such as use of legislation involving integration of internal and external programs. SUMMARY  Dissatisfaction with working life affects the workers some time or another, regardless of position or status.  The frustration, boredom and anger common to employees can be costly to both individuals and organisations.  Managers seek to reduce job dissatisfaction at all organizational levels, including their own. This is a complex problem, however, because it is difficult to isolate and identify the attributes which affect the quality of working life.  Profitability of a company is linked to satisfaction of its work force. A company that does not measure and improve employee satisfaction may face increasing turnover, declining productivity and limited ability to attract and retain qualified replacements.  Employee satisfaction and quality of work life directly affect company’s ability to serve its customers. 124 CU IDOL SELF LEARNING MATERIAL (SLM)

 Efforts towards QWL measurement help in efficient and effective allocation of resources to enhance productivity and stability of the workforce. It leads to:  Positive employee attitudes toward their work and the company.  Increased productivity and intrinsic motivation.  Enhanced organizational effectiveness and competitive advantage. KEY WORDS/ABBREVIATIONS  QWL: Quality of work life  QC: Quality circles LEARNING ACTIVITY 1. What is Quality of work life in your organization. Discuss ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… 2. List down the issues you find are affecting QWL in your organization. ……………………………………………………………………………………………........……… ……………………………………………………………………………………………................ UNIT END QUESTIONS (MCQ AND DESCRIPTIVE) A. Descriptive Types Questions 1. What is quality of work life? 2. State objectives of QWL 3. Enumerate the major issues in quality of work life 4. Explain strategies to improve QWL. B. Multiple Choice Questions 1. Which of the following is not an area of Quality of Work life? a. Health b. Safety c. benefits related to employment d. None of these 2. Which of the following is a principle of Quality of Work Life? 125 CU IDOL SELF LEARNING MATERIAL (SLM)

a. Principle related to democracy b. Principle related to individualism c. Principle related to equity d. All of these 3. Job satisfaction is best described as: a. A value. b. A perception. c. Behaviour. d. An attitude 4. is a group of employees that meet regularly to solve problems affecting its work area. a. A quality circles b. Labour welfare group c. Welfare group d. Committee Answers: 1-d, 2-d, 3-d, 4-a. REFERENCES  Aswathappa, K. (2002). Human Resource Management. New Delhi: Tata McGraw-Hill.  Dessler, G. (2012). Human Resource Management. New Delhi: Prentice-Hall of India.  Rao, V.S.P. (2002). Human Resource Management: Text and cases. New Delhi: Excel Books.  Decenzo, A. & Robbins P Stephen. (2012). Personnel/Human Resource Management. New Delhi: Prentice-Hall of India.  Ivancevich, M John. (2014). Human Resource Management. New Delhi: Tata McGraw-Hill.  Mamoria, C.B. (2002). Personnel Management. Mumbai: Himalaya Publishing House.  Madhurima Lall and Sakina Qasim Zaidi, Human Resource Management, Excel Books.  PL Rao, Comprehensive HRM, Excel Books.  Rao P.S. (2008), Essentials of Human Resource Management and Industrial Relations, Text Cases and Games, Himalaya Publication.  https://shodhganga.inflibnet.ac.in/bitstream/10603/71421/8/08_chapter%201.pdf  http://www.whatishumanresource.com/quality-of-work-life 126 CU IDOL SELF LEARNING MATERIAL (SLM)

127 CU IDOL SELF LEARNING MATERIAL (SLM)