BBA106_Human Resource Management

Thisapproachtoindustrialrelationsisbasedonthefundamentalprinciplesoftruth,non-violenceandnon- possession. There is a presumption that capital and labour can co-exist peacefully. Gandhijiemphasizes that if the employers follow the principle of trusteeship then there is no scope for conflictofinterestbetweenlabourandmanagement. Gandhiji accepted the workers’ right to strike, but cautioned that they should exercise this right for ajust cause and in a peaceful and non-violent manner and this method should be resorted to when allothermethodsfailtogettheemployer’sresponse. Approach11Dunlop’sApproach: Asystemisanorganizedorcomplexwhole,anassemblageorcombination ofthingsorpartsforminga complex unitary whole. The systems approach tells us that no single element or phenomenonshould bedealt with without regardfor its interactingconsequences withotherelements. Thissuggeststhatthereisalwaysaninteractionbetweenthefourbasicelements,i.e.,input,transformation,out putandfeedback. Inthefieldofindustrialrelations,thesystemsapproachtoindustrialrelationswasdevelopedbyJohn T. Dunlop. Dunlop described an Industrial Relations System (IRS) as consisting of three actors:workers and their organization, managers and their organization and the governmental agenciesconcernedwiththeworkcommunity. These groups interact with aspecified environment which includes: technological environment,market or economic constraints and the balance of power in society. An IRS creates an ideology thatregulates the relations among the participants. An ideology is a set of ideas and beliefs commonlyheldbytheactorsthat helpstobuildorintegratethesystemtogetherasanentity Approach12V.V.GiriApproach: ThisapproachtoindustrialrelationswasgivenbyV.V.Giri,the4thPresidentofIndia.Heemphasizedcollectiv ebargaining,voluntaryarbitrationandmutualnegotiationsbetweentheemployers and the employees for settlement of industrial disputes. This approach stresses internalsettlementofissuesratherthanrelyingons om eoutsidecompuls ion.V o luntaryarbitrationispreferre dto compulsoryarbitration. SUMMARY Theterm“industrialrelations”referstothecomplexityofhumanrelationships,whichemergeinworksituati ons. Thesubjectofindustrialrelationsdealswithcertainregulatedandinstitutionalisedrelationshipsinindustry. Theemploymentrelationshipinanyworksituationprovidesthesettingforindustrialrelations.With this objective, the workers as a group form trade union, the employers form their ownassociations, andthestateprovidesinstitutionsfortheregulationofrelations. 100 CUIDOLSELFLEARNINGMATERIAL(SLM)

The field of industrial relations has a multi-disciplinary base. It draws upon concepts from theestablisheddisciplinesinsocialsciences,suchaseconomics,sociology,andpsychology. These disciplines have developed theories of industrial relations, but they differ considerably in theirtheoreticalframeworkand practicalapplication. The theorising in this field has developed in the direction of (a) environmental or external theories,and(b)internalistorin- planttheories.Theprominentcontributiontotheindustrialrelationsliteratureis the ‘systems’ approach developed by John T. Dunlop who views industrial relations system as asub-systemofsociety KEYWORDS/ABBREVIATIONS  International Labor Organization (ILO): A specialized agency of the United Nations thatdealswith laborissues.  International representative: An officer of an international union who has been appointedbytheunion’sexecutive boardto serveasa liaisonbetweenthe nationalorinternationalleveloftheunionandlocals.  Industrial Conflict: Organized protest against prevailing industrial conditions raised by agrouporaclassof workers.  IndustrialDispute:Anydisputeordifferencebetweenemployersandemployers,orbetweenemplo yers and workmen or between workmen and workmen which is connected with theemployment or non-employment or the terms of employment or with the conditions of labourofanyperson.  Industrial Relations: It generally refers to the collective relations between employers andemployeesasagroup.  Lock-out: Closing down of an undertaking or the suspension of work or the refusal of anemployertocontinuetoemployanynumberofpersonsemployedbyhim.  Negotiation: An interpersonal process used by two or more parties whereby both or allmodifytheirdemandstoreach anagreement.  Strike:Acollectivestoppageofworkbyagroupofworkers. LEARNINGACTIVITY 1. ChooseanindustrywithwhichyouarefamiliaranduseDunlop’sframeworktodescribetheindustrialre lationssystemthatexiststhere. ………………………………………………………………………………………………………… …………………………………………………………........................................................................ 2. One of the mostdifficult attempts inindustrialrelations is tobuild up a theory andtogeneralise onitsactivitythatishighly dynamic.Discuss. 101 CUIDOLSELFLEARNINGMATERIAL(SLM)

………………………………………………………………………………………….……………… …………………………………………………………………………………………………………. UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatisindustrialrelation?DiscussontheMarxistApproach 2. DiscusstheDunlop’sapproachtoindustrialrelations. 3. Identifyandstatefeaturesofproactivestrategy. 4. WhatdoyoumeanbyIndustrialrelations?Whatmeasureswouldyousuggesttoimprovelabourrelat ionsin afirm? 5. Doyouthinktherightoftheworkerstostrikeisafundamentalright- asguaranteedintheConstitutionofIndia?Justify 6. ExaminethecurrentstateofIndustrialrelationsinIndia.Whatmeasureswouldyousuggesttomakethe semorecooperative? B. MultipleChoiceQuestions 1. WhoamongthefollowingadvocatedtheTrusteeshipTheoryofIndustrialRelations? a. M.K.Gandhi b. N.M.Lokhande c. V.V.Giri d. KarlMarx 2. WhichofthefollowingareapproachestoIndustrialrelations? a. SystemApproach b. SociologicalApproach c. HumanRelationsApproach d. Alloftheabove 3. WhichofthefollowingmethodsareusedinIndustrialRelationsSystem? a. CollectiveBargaining b. DisciplineProcedure c. GrievanceRedressalMachinery d. Alloftheabove 4. WhohascoinedthetermIndustrialDemocracy? a. KarlMarx b. SydneyandBeatriceWebbs 102 CUIDOLSELFLEARNINGMATERIAL(SLM)

c. PeterF.Drucker d. JohnDunlop 5. Employeesjoinunionstofulfiltheir needs. a. social b. esteem c. economic d. Alloftheabove Answers: 1-a,2-d,3-d,4-b,5-d. REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).Human ResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  DipakKumarBhattacharyya,HumanResourceManagement,ExcelBooks.  French,W.L.(1990),HumanResourceManagement,4thed.,HoughtonMiffin,Boston.  H.J.Bernardin,HumanResourceManagement,Tata McGrawHill,NewDelhi,2004.  MadhurimaLallandSakinaQasimZaidi,HumanResourceManagement,ExcelBooks.  en.wikipedia.org/wiki/Industrial_relationshttp://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 103 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–10INDUSTRIALDISPUTES Structure LearningObjectivesIntroduction Meaning Causesofdisputes ConsequencesofIndustrialDisputes.Sum mary KeyWords/AbbreviationsL earning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Statethemeaningofindustrialdisputes  Identifythecausesofindustrialdisputes  Explainconsequencesofindustrialdisputes INTRODUCTION In common parlance, dispute means difference or disagreement of strife over some issues be•tweenthe parties. As regards industrial dispute, since its settlement proceeds as per the legal provi•sionscontained in the ‘Industrial Disputes’ Act, 1947, hence it seems pertinent to study the concept ofindustrialdisputesfromalegalisticangle. According to Section 2 (k) of the Industrial Disputes Act, 1947, the term ‘industrial dispute’ means“anydisputeordifferencebetweenemployersandemployersorbetweenemployersandworkmen,orb etween workmen and workmen, which is connected with the employment or non- employment orthetermsofemploymentand conditionsofemploymentofanyperson”. The above definition is too broad and includes differences even between groups of workmen andemployers engaged in an industry. However, in practice, industrial disputes mainly r elate to thedifferencebetweentheworkmenand theemployers. 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 theinterestofallormajority ofworkmenisinvolvedin it. 104 CUIDOLSELFLEARNINGMATERIAL(SLM)

MEANING OFINDUSTRIALDISPUTES: AnIndustrialDisputemeansanydisputeordifferencebetweenemployersandemployersoremployers and workmen or between workmen and workmen which is connected with employ•mentornon- employment ortermsofemployment orconditionsoflabour,ofanyperson. Every human being (say a worker) has certain needs, e.g., economic needs, social needs and needsforsecurity.Whentheseneedsdonotgetsatisfied,therearisesaconflictbetweenlabourandcapital. A conflict means a struggle or clash between the interests of the employer and the workers. Forexample, in order to compete in the market, the employer would like to reduce the price of hisproduct and for doing so he will tend to reduce the wages of the workers; the workers would notagreetoitandtheresultwillbeanindustrialconflictbetweentheemployerandtheworkers. When an industrial conflict (which otherwise is general in nature) acquires a concrete and specificdisplay or revelation, it becomes an Industrial Dispute. A conflict takes the shape of IndustrialDisputeassoonastheissuesofcontroversyaresubmittedtotheemployerfornegotiations. Anindustrialdisputemaybelookeduponasacontroversyordisagreementbetweenemployer(ormanagement) andtheworkmen onissuessuchas: i. Wagesandotherbenefits, ii. Workhoursandworkingconditions,etc. Industrialdisputescauselossesto,workers,managementandnationasawhole. (i) Workerslosetheirwages. (ii) Managementlosesitsprofit, (iii) Publicsuffersduetoshortageofgoodsinthemarket. (iv) Nationsuffersduetolossofproduction. CAUSESOFINDUSTRIALDISPUTES Even the smallest of the reasons can contribute to the raising of conflicts in an organizationa l setup ifitimpactstherespondent toagreatextent. Letushaveanin-depthanalysisofeachofthesecausesbyreaching outtotherootsofindustrialdisputes: EconomicCauses The ultimate aim of the labour is to earn their livings and meet their economic ends. Whereas, for thebusiness, it is generating profits. Therefore, on the non-fulfilment of these needs, industrial disputescantakeplacebetweenthemanagementandthelabour. Itincludesdemandingahigherwage,increasingtheprofits,bonus andallow ances,replacingmachinery,improvingw or kingconditions,durationandothernecessaryfacilities . 105 CUIDOLSELFLEARNINGMATERIAL(SLM)

ManagerialCauses Lackofadministrativesupportandattentiontowardslabourleadstoindustrialdisputes.Followingarethevariou smanagerialcausesofindustrialdisputes:  Retrenchmentorlayoffoftheworkerswithoutanyreason;  theinefficiencyofthemanagementtoinitiateleadershipintheorganization;  poorlybuiltanddissatisfyingrecruitmentpoliciesandpractices;  theemployerdoesnotcomplywiththeagreementandcodessuchascodeofdisciplineandcollectiv ebargaining;  themanagementdoesnotacknowledgethetradeunionsasarepresentativeoftheunionmembers,i. e.,theworkmen. GovernmentMachinery Attimes,thegovernmentlacksasuitablestrategytoaddressindustrialdisputes.Someofthedrawbacksofthegove rnmentmachinerywhichleadtoindustrialconflictsareasfollows:  Theneedforgrowthanddevelopmentisnotconsideredseriously;  difficultiesindealingwithindustrialcultureandclimatechallenges;  theemployersmeagrelyapplythissettlementmachinery;  thereisalowleveloftrustoftheemployersandtheemployees,overthegovernment’ssettlementm achinery. VoluntaryArbitration The word arbitration refers to the settlement of any dispute mutually with the help of an arbitrator.Thus,involuntaryarbitration,thereisathirdpartyinvolvedinthesettlementprocess.Itsdecisio ncanbebiasedorunacceptablebyeither oftheparties,whichcanresultinfurther conflicts. WageBoards TheIndiangovernmenthassetupwageboardsfordeterminingthesuitablewagesoftheworkmenorlabourers .When the workmen are dissatisfied with their remuneration, there arises a condition of anindustrialdispute. JointManagementCouncils(JMC) The government created Joint Management Councils, which consist of equal representatives of boththe parties to deal with the worker’s problems, but the idea failed due to lack of efficiency andprogress. OtherCauses Thevariousothercausesofindustrialdisputesarestatedbelow:  Weakandmultipletradeunionsresultinmore conflicts; 106 CUIDOLSELFLEARNINGMATERIAL(SLM)

 influenceofthepoliticalpartyinpower,supportingaparticulartradeunionleadstoconflicts;  theadverseeffectoftherelationshipwiththecentralandstategovernments,unstablepoliticalconditi onsandeverydayresponsibilitiesresultsinindustrialdisputes;  insomeorganizations,collectivebargainingisnotallowedsincetheworkmenarenotevenpermitt edto maketradeunions;  otherreasonscanbecorruption,apparentconsumption,roleconflicts,etc. CONSEQUENCESOFINDUSTRIAL DISPUTES The consequences of an industrial dispute are hazardous to the employer, employees, organization,societyandtheeconomy. However, it is taken as a useful tool by the workers, to raise their voice and put up their demands infront of the management or employers. It empowers the labours and protects their rights of speech intheorganization. Following aresomeof theessentialwaysinwhich the industrialdisputes takesshapeintheorganizationandarecarriedout bytheemployeesaswellastheemployersometimes: Fig.10.1ConsequencesofIndustrialDisputes Strikes Itisawaythroughwhichagroupofworkmenexercisepressureonthemanagementbystoppingtheworkandp rotestingagainsttheemployerstogettheirdemandsfulfilled. Followingarethedifferenttypesofstrikes: 107 CUIDOLSELFLEARNINGMATERIAL(SLM)

PrimaryStrikes: Thestrikes which aredirectlyprojected against theemployers arecalled asprimarystrikes.Someofthemostcommonprimarystrikesareasfollows: Gherao: Gherao refers to physically encircling the managers by the workmen to create a restrictedarea where no one can move in or out. The targeted managers are humiliated through; abuses alsotheyarerestricted movein orout. Picketing: Picketing is the process of putting up signboards, play cards and banners by the workmento display their protest or dispute in front of the public. To involve maximum workers in the strike,someunionmembersaremadetostandatthefactorygatetoinfluenceotherstoo. Boycott: As the name suggests, boycott refers to interrupting business operations. It requests theotherlabourerstotemporarilypullback theirco-operation withthemanagementand contributetothestrike. StayAwayStrike:Inastay- awaystrike,theworkmenorganizeaprotestintheformofdemonstrations,marches,rallies,apartfromthewor kplace. Pen Down Strike: It is also known as the sit-down strike or tools down strike. Though the workmencometotheworkplacedailyandalsoavailstheworkfacilities,theysitidleandstopworking. Token Strike: A token strike is a short form of protest where the workmen stop their work for adefinite period. It is usually for as short as 24 hours, to hamper a day’s production or so and get theirdemandsfulfilled bythemanagement. Lightning Strike: The lightning strike is that form of strikes where the workmen call off the workimmediately without giving any prior information or warning to the management. It is also termed asacatcallstrike. Go Slow Strike: This is another harmful way of protesting against the management where theworkmen secretly plan to decrease their work speed so that the production is hampered. However, infront ofthemanagement,theypretendtobehighlycommittedtowardstheirjob. Work to Rule: In this type of strike, the employees strictly follow their job rules or contract andstopsperforminganyadditionaltask,otherthanwhatall ismentionedintheiragreement. 108 CUIDOLSELFLEARNINGMATERIAL(SLM)

Hunger Strike: One of the most common forms of a strike is the hunger strike. The workmen go onfasting for an indefinite period and sit nearby the workplace or the employer’s house to project theirdemands. Secondary Strikes: The other name for the secondary strike is the sympathy strike. In this, the forceis applied against the third person having sound trade relations with the organization to ind irectlyincuralosstotheemp loyerandthebus iness.Thethirdp ers ond oes nothaveanyotherroletop layinsu chastrike. Other Strikes: There are undoubtedly other forms of strike too, which takes place on a vast levelinvolvingandaffectingalargenumberofpeople.Theseareasfollows: General Strike: The strikes which are conducted on a mass level, i.e., in the whole country or stateorcityinsteadof justasingleorganizationforfulfilmentof ademandunanimouslylikejobpermanencyoranincreasein pay,etc. Political Strike: Any law or act proposed by the government for making changes to the workingtermsorconditionswhenunacceptedbytheworkersisprotestedthroughpoliticalstrikeonamassive level. Particular Strike: The protest against a specific issue or person within a city, state or country andtakeup acolossalformistermedasaparticularstrike. Bandhs: Bandh is adopted in countries like Nepal and Indiawhere aspecific community or apolitical party calls for a general strike across the city or state or country. It is a form of civildisobedienceandsometimesbecomeviolent,eveninvolvingstoneattacksorarsonattac ksat times. Lockouts This form of an industrial dispute is raised by the employers to impose specific terms and conditionsontheworkers.Itisverydifferentfromlayoff,retrenchment,terminationorprohibitionofemploy ees. In lockouts, the employer temporarily closes down the workplace or stops the work or takes actionlikesuspendingtheworkerstoforcethemtofollowthenewtermsandconditions. SUMMARY  Industrial disputes are conflicts, disorder or unrest arising between workers and employers onany ground. Such disputes finally result in strikes, lockouts and mass refusal of employees toworkintheorganizationuntilthedisputeisresolved.So,itcanbeconcludedthatIndustrial 109 CUIDOLSELFLEARNINGMATERIAL(SLM)

Disputes harm both parties’ employees and employers and are always against the interest ofbothemployeesandtheemployers.  Industrialdisputesariseduetoseveralcausesrelatingtorecognition,retrenchment,employmentcon ditions,indiscipline,wagesandallowances,bonus,ill-treatment,etc  Thecommonconsequencesofindustrialdisputesarelossofproduction,income,andemploy•ment and increase in inflation and cost of living. Alternatively speaking, industrialdisputesinjureeconomicwelfareofthenationbroadlyintwoways.  Firstly, work-stoppages impoverish the workers actually involved in the disputes and, thus,lessens,theirdemandforthegoodsmanufacturedbyotherindustries.  Secondly,iftheindustry underwork-stoppagemanufacturesitemsthatareusedintheconductof otherindustries,itlessensthesupplyofrawmaterialsfortheir production. KEYWORDS/ABBREVIATIONS  Complaint: A spoken or written dissatisfaction brought to the attention of the supervisor ortheshopsteward  Dissatisfaction: Anything disturbs an employee, whether or not the unrest is expressed inwords.  Grievance: A formal complaint or allegation by an employee or group of employees made tounfairtreatmentorviolationofaunioncontract.  Grievance arbitration: Also referred to as grievance mediation, it is a proactive, voluntaryprocess, which utilizes an arbitrator to assist and issue a binding resolution of grievances overtheapplicationorinterpretationofacollectivebargainingagreement.  Grievanceprocedure:Theprocessandguidelinestobefollowedbyemployees,management ortheunionwhenresolvingdifferencesorconflicts.  International Labor Organization (ILO): A specialized agency of the United Nations thatdealswith laborissues.  International representative: An officer of an international union who has been appointedbytheunion’sexecutive boardto serveasa liaisonbetweenthenationalorinternationalleveloftheunionandlocals. LEARNINGACTIVITY 1. WhatisGherao? ………………………………………………………………………………………………………. ………………………………………………………………………………………………………. 2. WhatarethemaindifferencesbetweenLockoutsandlayoffs? ………………………………………………………………………………………………………… ……………………………………………………………………………………………………........ 110 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatareindustrialdisputes? 2. Identifyanddescribecausesofdisputeswithrelevantexamples. 3. Describeconsequencesofindustrialdisputeswithexamples. 4. Examinethecurrentstateoflabour- managementrelationsinIndia.Whatmeasureswouldyousuggesttomakethesemorecoop erative? 5. Whatisstrike?Listdowndifferenttypesofstrikeswithrelevantexamples. B. MultipleChoiceQuestions 1 WhoaretheactorsofIndustrialRelations? a. Workersandtheirorganisations b. Employersandtheirorganisations c. Governmentandtheroleofthe State d. alloftheabove 2 WhichisthemachineryforsettlementofIndustrialDisputes? a. IndustrialTribunal b. NationalTribunal c. Labourcourt d. alloftheabove 3 FirstNationalCommissiononLabour(NCL)submitteditsreportintheyear:a.196 9 b.1958 c.1999 d.1947 4 SecondNationalCommissiononLabour(NCL)submitteditsreportinwhichyearandunderwhose chairmanship? a. 1999,RavindraVarma b. 2000,RavindraVarma c. 1998,B.P.Wadia d. Noneoftheabove Answers: 1-d,2-d,3-a,4-a 111 CUIDOLSELFLEARNINGMATERIAL(SLM)

REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  French,W.L.(1990),HumanResourceManagement,4thed.,HoughtonMiffin,Boston.  H.J.Bernardin,HumanResourceManagement,Tata McGrawHill,NewDelhi,2004.  Ivancevich,JM(2008),HumanResourceManagement,TataMcGrawHill.  MadhurimaLallandSakinaQasimZaidi,HumanResourceManagement,ExcelBooks.  PLRao,ComprehensiveHRM,ExcelBooks.  RaoP.S. (2008), Essentialsof HumanResourceManagement and IndustrialRelations,TextCasesand Games,Himalaya Publication.  https://www.yourarticlelibrary.com  https://www.managementstudyguide.com 112 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–11EMPLOYEEGRIEVANCES Structure LearningObjectivesIntroduction Meaning Typesofgrievances Modelgrievanceprocedure Summary KeyWords/AbbreviationsL earning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Statethemeaningofgrievance  Explaintypesofgrievances  Describemodelgrievanceprocedure INTRODUCTION Despitethebestofmanagementpracticesinactingand communicating,conflictsbetweenemployeesand the organisation will occur. Conflict per se is neither bad nor contrary to good organisation.Disagreementsanddissatisfactionscanbehelpfulinre- examiningthebasicassumptionsandpractices 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. Employerscandeviseandputinplaceavarietyof upwardchannelsofcommunication,andaproperlyconstituted grievance procedure is one such valuable channel through which employees can bringtheirdissatisfactiontothenoticeofmanag ement. Itisdesirab lethatorg anisationss hou ld bepr oactiv ein designing and putting in place a formal grievance procedure, which allows employees to ventilateandseekredressalofwork-relateddissatisfaction.Thereis hardlyanyorganisationwheretheemployees 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,shopfloorincidents,strikes,violentandDisciplineanddisorderlybehaviourpatternscanbeattrib utedtothefaultyhandlingofgrievancesbymanagersor,incertain situations,totheirrefusalto 113 CUIDOLSELFLEARNINGMATERIAL(SLM)

recognize the very existence of grievances. The costs of unattended or faultilyhandled grievancescan be very high in terms of time lost, poor performance, damage to the plant and machinery arisingout of neglect or sabotage, employee resentment, poor customer service, resistance to change, union - managementconflictandsoon.Awell-defined,time-bound,in-house,grievanceredressalmachinerywould go a long way in maintaining industrial peace and harmony apart from heightening employeecommitment and morale. Effective grievance administration helps management to shift from purelypreventive and maintenance needs to the growth and developmental needs of employees such asimproving communication, job redesign, integration with corporate goals, fostering democratic andparticipativeculture. MEANINGOFGRIEVANCE The definition of grievance can differ from organisation to organisation and from one thinker toanother. For the purpose of present discussion and in the context of employment relations, it can bebroadly 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 feelsas unfair, unjust or inequitable.\" (Prof. Jucius). This definition predicates that the grievance: (a) canbeeithersilentorexpressedbytheemployee;(b)iswrittenorunwritten;(c)isvalidandlegitimateoruntrue or completely baseless, and (d) must have something to do with the employment relationship.Keith Davisdefines grievance as\"any real orimagined feeling of personal injustice which anemployee has concerning his employment relationship.\" The common thread in the above definitionsis that the discontent can be termed as grievance only if it is connected with organisational policiesand practices affecting the employees in their work situation. Further, the expressions 'grievanceredressal' and 'grievance resolution' presuppose that the employer has the power and authority toresolve the employee' discontent by making suitable adjustments in the organizational policies orpractices. 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 grievanceprocedure. Whether or not an employee is aggrieved of an organisational decision is up to him, andnot to the supervisor or any other manager of the organisation. Managers should be alive andsensitive to employee' discontent, notwithstanding their personal opinion about the validity of thediscontent. They should watch for unexpressed dissatisfaction and, if necessary, extend all support toindividualemployeestomustercourageand expressit. TYPESOFGRIEVANCE Itisanuphilltasktogiveclear- cutboundariesoftypesofgrievances.However,onthebasisofnatureofthegrievancesdifferenttypesofgrie vancescanbepossible. Researchstudyongrievancesshowsthattherearedifferenttypesofgrievancesanditstypesarethefollowing: 1. VisibleGrievancesorHiddenGrievances: 114 CUIDOLSELFLEARNINGMATERIAL(SLM)

When the grievances are clearly visible to the others is called visible grievances. But it isnotnecessary that all times these arevisible then these are calledhidden one. It is called hiddengrievances. 2. RealorImaginary: The grievances may be real or imaginary also. These may be called genuine or imaginary too. Whena grievance is due to a valid reason and related to the terms of employment only. The management orconcerned 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 notatfault.Itiscalledimaginaryonly. 3. ExpressedorImplied: There may be expressed or implied grievances. When an employee felt the grievance and expressedor reports to the management in written or oral forms, is called express because it has been madeclear. When it is not made clear but from the situation it can be inferred or judged that there is agrievance.Thattypeofgrievanceiscalledimpliedgrievance. 4. OralorWritten: According to the way of expression, the grievances can be oral or written. When orally it is reportedor expressed then it is called oral grievance. An employee makes a written complaint then it becomeswrittengrievance.Entirelyaccordingtotheirexpression,thegrievancesareclassified. 5. DisguisedGrievances: Sometime the grievances take place but the employees do not know the reasons of grievances. Thecauses of grievances are unknown. These are called disguised grievances. This type of grievancestakeplaceduetomentalpressureorfrustrationduetootherfactorsandnotrelatedtowork. 6. IndividualorGroupGrievances: The grievances may be related to individual employee or a group of employees. In group we mayinclude team, department, etc. When an individual is affected then it is called individual grievance.When agroup is affecteddue to the grievances and reported then it becomes agroup grievance.Otherfactorsforformationoftypesarenotconsideredotherthanpartyaffected. 7. UnionGrievances: The union presents the grievances to the management on behalf ofmemberemployees then itbecomes union grievance.It is presentedinthe interestofeveryone in the union andnotforindividual employee. When the employees felt that the terms of employment are violated then uniontakestheinitiativeinreportingofthegrievances.Theunionpresentsthecaseforcollectiveagreementsi n thiscase. 8. PolicyGrievances: When a grievance is related to policy of the company relating to terms of employment is calledpolicygrievance.Thetermsofemploymentmay include appointment,training,compensation,promotion and transfer, rewards and incentives, bonus, allowances, etc. When these are violated bythemanagement andreportedbyemployees’unionthenitbecomesapolicygrievance. 115 CUIDOLSELFLEARNINGMATERIAL(SLM)

MODELGRIEVANCE PROCEDURE The Code of discipline, adopted in the 16th session of the Indian Labour Conference, highlighted theneedforamodelgrievanceprocedureasunder:  The aggrieved employee to present grievance verbally in person to the officer designated forthispurpose,whoshallgiveananswerwithin48hours.  Iftheemployeeisnotsatisfiedwiththedecision,hecan,accompaniedbyaunionrepresentative, present the grievance in writing to the head of the department, who shall settleitwithin3days.  Ifthe workmanisstilldissatisfied,liemayrequestthedepartmentalheadtoreferthemattertothe grievance committee, which normally consists of equal representatives of managementand the union. The grievance committee shall submit its recommendations to the managerconcerned within 7 days of receipt of the grievance. Unanimous recommendations shall bestraight awayimplementedbythemanagement.In anycase,thedecisionshouldbeiscommunicated to the employee by the personnel officer within 3 days of the receipt of therecommendationsofthegrievancecommittee.  If dissatisfied with the decision, the employee has a right of appeal to the higher tier ofmanagementforrevision.Adecisionontheappealshouldbecommunicatedwithin7days.  If still not satisfied with the-decision, the union may ask for voluntary arbitration in thematter. PrinciplesGoverningaGoodGrievanceProcedure Anidealgrievanceprocedureshouldrestonthefollowingprinciples: o Itshouldbeprompt,well-defined, simpleandtime-bound. o Itshouldencourage employees toventilate grievances without anyinhibition,howsoeverminororimaginary theymaybe. o Itshouldfacilitate settlementatthelowestrungoftheladderasfaraspracticable. o Itshouldbeinconformitywiththeexistinglegislation. o Itshouldpermitactiveinvolvementofunionatthestageofformulatingthegrievanceprocedurea ndalsoin itsimplementation. o Ttshouldgaintheconfidenceofemployeesatlarge. o Itshouldpromoteahealthyindustrialrelationsclimate. ProceduretoHandleGrievances Grievances are but natural in organizations. However, like disciplinary problems, grievances alsobenefit none. Hence, there is a need for handling or redressing grievances. For this, most largeorganizations in India have, therefore, evolved a formal grievance procedure whichenables anorganization to handle grievances satisfactorily. As a matter of fact, there are several substantivereasonsforhavingaformalgrievanceprocedureinanorganization. 116 CUIDOLSELFLEARNINGMATERIAL(SLM)

Theimportantonesarelistedasfollows: (i) Itprovidesanestablishedandknownmethodofprocessinggrievancesandkeepsthis open. (ii) It brings grievance to the knowledge of management so that it can know and understand them totakenecessary actionfortheir settlement. (iii) It gives an assurance to the employee that there is a mechanism available to consider his or hergrievanceinadispassionateanddetachedmanner. (iv) Venting his grievance and being heard gives the employee a feeling of being cared for. This notonlygetsitoffhischest”,but alsohelpshimimprovehismoraleandproductivity. (v) Involvingseverallevelsoforganizationinthegrievanceprocedureprovideshelpontwodimensions. Firstly, the supervisor who is the first level in the grievance process cannot be by-passedby the worker. Secondly, involvement of several hierarchical levels in the grievance machineryreleases exclusive reliance on the supervisor who can’t jeopardize the interest of the employee. Thesupervisorknowshisisaplacatoryrole. (vi) Involvement of various levels makes them know the kinds of issues that concern workers andmanagers. (vii) Lastly, it checks the managers from taking arbitrary and biased actions against the workers astheyknowthattheiractionsaresubjecttochallenge. AccordingtoMichaelArmstrong’,aformalgrievanceprocedureprovidesthefollowingbenefits: (i) Achannelforanaggrievedemployeetoexpressandpresenthisgrievance. (ii) Anassurancefordispassionatehandlingofone’sgrievance. (iii) Anassuranceabouttheavailabilityofsomemachineryforprompthandlingofgrievance. (iv) Ameansbywhichanaggrievedemployeecanreleasehisfeelingsofdiscontentordissatisfactionwith hisjob. Grievance which indicates discontent and dissatisfaction among employees adversely affects theirproductivity. In other words, by not initiating timely action to deal with grievance, the organizationtends to lose the productive efforts of the discontented employee. It is indeed unrealistic to assumethat an aggrieved or dissatisfied employee will put his or her best efforts on the job. The redressal oftheemployees’grievances,therefore,assumesimportance. The procedure the management applies to deal with the employee’s grievances can be stated asfollows: 1. TimelyAction: The first and foremost requisite in grievance handling is to settle them immediately as and when theyarise. Or say, grievances need to be nipped in the bud. Sooner the grievance is settled, lesser will beitseffectsonemployees’performance.Thisrequiresthefirstlinesupervisorsbetraine dinrecognizingandh andlingagrievanceproperlyandpromptly. 117 CUIDOLSELFLEARNINGMATERIAL(SLM)

2. AcceptingtheGrievance: Thesupervisorshouldtrytorecognizeandaccepttheemployeegrievanceasandwhenitisexpressed. It must be noted that acceptance does not necessarily mean agreeing with the grievance, itsimplyshowsthewillingnessofthesupervisortolookintothecomplaintobjectivelyanddispassionately to deal with the grievance. Evidences suggest that more the supervisor shows his orherconcernfortheemployees,lesseristhenumberofgrievancesraisedbytheemployees. 3. IdentifyingtheProblem: The grievance expressed by the employee maybe at times simply emotionally, over-toned, imaginaryorvague.Thesupervisor,therefore,needstoidentifyordiagnosetheproblemstatedbytheemploye e. 4. CollectingtheFacts: Once the problem is identified as a real problem, the supervisor should, then, collect all the relevantfacts and proofs relating to the grievance. The facts so collected need to be separated from theopinions and feelings to avoid distortions of the facts. It is useful to maintain the facts for future usesasandwhenthesearerequired. 5. AnalyzingthecauseoftheGrievance: Having collected all the facts and figures relating to the grievance, the next step involved in thegrievance procedure is to establish and analyze the cause that led to grievance. The analysis of thecause will involve studying various aspects of the grievance such as the employees past history,frequency of the occurrence, management practices, union practices, etc.. Identification of the causeof the grievance helps the management take corrective measures to settle the grievance and also topreventitsrecurrence. 6. TakingDecision: In order to take the best decision to handle the grievance, alternative courses of actions are workedout. These are, then, evaluated in view of their consequences on the aggrieved employee, the unionand the management. Finally, a decision is taken which is best suited to the given situation in theorg anization.Su chdecisions hou ldserveasaprecedentb othw ithinthedep artmentandtheorg anization. 7. ImplementingtheDecision: The decision, whatsoever taken, must be immediately communicated to the employee and alsoimplemented by the competent authority. McGregor’s “Hot- stove Rule” should be strictly followedwhile implementing the decision. The decision, thus, implemented should also be reviewed to knowwhetherthegrievancehasbeensatisfactorilyresolvedornot. In case, it is not resolved, the supervisor once again needs to go back to the whole procedure step bysteptofindoutanappropriatedecisionorsolutiontoresolvethegrievance. However, if the grievance is not resolved at the internal level, the grievance is, then, referred to anarbitrator who is acceptable to the employee as well as the management. The arbitrator follows aquasi-judicialprocesswhereboththepartiespresentevidence. 118 CUIDOLSELFLEARNINGMATERIAL(SLM)

Based on the evidences so produced, the matter is cross-examined in thread-bare. The arbitrator thenthinks,applies hismindandarrivesatadecis ion.Thedecis iontake nbyarbitrator isfinalandbindingonboth theparties. SUMMARY  Agrievancereferstoanyformofdiscontentofdissatisfaction,arisingoutofemployment,regardingc ertainorganisationalissues.  Agrievancemanybefactual,imaginaryordisguised.  Ifgrievancesarenotidentifiedandredressedproperly,theymayadverselyaffect theworkers,managersandtheorganisation.  Grievancesmaybeuncovered through observation, gripe boxes, an open-door policy,exitinterviewsandopinionsurveys.  Agrievanceis aformof discontent or dissatisfaction. There are several reasons for thisandgrievancehasseveraladverseeffectsonproduction, employer and individualemployee.  There are several channels for discovering grievances. Machinery for grievance handlingprocedurehasbeendescribedandamodel grievance handling procedure has beenprovidedattheendoftheunit. KEYWORDS/ABBREVIATIONS  Dissatisfaction: Anything disturbs an employee, whether or not the unrest is expressed inwords.  Complaint: A spoken or written dissatisfaction brought to the attention of the supervisor ortheshopsteward  Grievance: A formal complaint or allegation by an employee or group of employees made tounfairtreatmentorviolationofaunioncontract.  Grievance arbitration: Also referred to as grievance mediation, it is a proactive, voluntaryprocess, which utilizes an arbitrator to assist and issue a binding resolution of grievances overtheapplicationorinterpretationofacollectivebargainingagreement.  Grievanceprocedure:Theprocessandguidelinestobefollowedbyemployees,management ortheunionwhenresolvingdifferencesorconflicts.  International Labor Organization (ILO): A specialized agency of the United Nations thatdealswith laborissues.  International representative: An officer of an international union who has been appointedbytheunion’sexecutive boardtoserveasaliaisonbetweenthe nationalorinternationalleveloftheunionandlocals. 119 CUIDOLSELFLEARNINGMATERIAL(SLM)

LEARNINGACTIVITY 1. Whatarethemajordeterminantsofgrievances? ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… 2. Howcanyoumanagegrievancesinorganisationalsettings? ……………………………………………………………………………………………........……… ……………………………………………………………………………………………................ UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatareprinciplesofgoodgrievanceprocedure? 2. Whatisagrievance?Outlineitscausesand symptoms? 3. Describegrievancehandlingprocedurebeingfollowedinyourorganization? 4. Whyshouldorganizationshaveaformalgrievanceprocedure?Explainwithexamples. 5. DiscussthemodelgrievanceprocedurethatisapplicableinIndia.Whataretheessentialpre- requisitesofagrievanceprocedure? 6. Howwouldyoutrytouncovergrievances?Justify B. MultipleChoiceQuestions 1. Mostformalgrievancesraisedintheworkplacearerelatedto – a. Lowpay b. Harassmentandbullyingbymanagers c. Dislikeofindividualmanagers d. Employeesattemptingtoresistbeingmanaged 2. Advantagesofgrievanceshandlingprocedure– a. Managementcanknowemployees’feelings b. Employeegetsgrievancesventilated c. Keepsacheckonsupervisor’sattitude d. Allofthese 3Howtohandlegrievances? a. Grievanceinwriting/takingtoemployeedirectlyforspeakingtruth/ensureconfid entialityandhandlethecasewithintieframe 120 CUIDOLSELFLEARNINGMATERIAL(SLM)

b. Treat each case as important, and obtain grievances in writing / examine company’sposition/identifyviolations/donotholdbacktheremedy,ifthecompany’swrong+( a)above c. Get all the facts (relevant) about the grievance / examine the personnel record of theaggrievedworker/gatherinformationfromtheunionrepresentativeproperly+(b)above d. Identify grievance /previous recordof the worker/companies’ rulesandprompt redressalofgrievances,ifgenuine. 4. Howtheconflictswithinemployersandemployeescanbesettledorprevented? a. Voluntarymethod b. GovernmentMachinery c. StatutoryMeasures d. Allofthese 5. Whygrievancesshouldberedressed? a. Affectstheindividual b. Affectsthemanagement c. Collectivedisputesconversion d. Allofthese Answers: 1-b,2-d,3-c,4-d,5-d. REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:ExcelBooks.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  MadhurimaLallandSakinaQasimZaidi,HumanResourceManagement,ExcelBooks.  PLRao,ComprehensiveHRM,ExcelBooks.  RaoP.S.(2008),EssentialsofHumanResourceManagementandIndustrialRelations,TextCasesand Games,HimalayaPublication.  https://www.yourarticlelibrary.com 121 CUIDOLSELFLEARNINGMATERIAL(SLM)

 https://www.managementstudyguide.com 122 CUIDOLSELFLEARNINGMATERIAL(SLM)

UNIT–12QUALITYOFWORKLIFE Structure LearningObjectivesIntroduction MeaningObjective s MajorissuesinqualityofworklifeStrategi estoimproveworklife. Summary KeyWords/AbbreviationsL earning Activity UnitEndQuestions (MCQand Descriptive)References LEARNING OBJECTIVES Afterstudyingthisunit,youwillbeableto:  Statethemeaningofqualityofworklife  ListobjectivesofQWL  Explainmajorissuesinqualityofworklife  Analysestrategiestoimproveworklife INTRODUCTION The success of any organisation is highly dependent on how it attracts, recruits, motivates, andretains its workforce. Today’s organisations need to be more flexible so that they are equipped todevelop their workforce and enjoy their commitment. Therefore, organisations are required toadopt astrategy to improve theemployees’quality ofwork life (QWL) tosatisfy both theorganisationalobjectivesand employeeneeds. Quality of Working Life (QWL) is a term that had been used to describe the broader job - relatedexperience 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 workperformance is affected by quality of life as well as quality of working life. How ever, it will bearguedherethatthespecificattentiontowork-relatedaspectsofqualityoflifeisvalid. Whilst quality of life has been more widely studied, quality of working life, remains relativelyu nexp loredandu nex p lained. Areview oftheliteraturerevealsrelatively littleonqualityof 123 CUIDOLSELFLEARNINGMATERIAL(SLM)

working life. Where quality of working life has been explored, writers differ in their views on itscoreconstituents. 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 interventionswhich tackle only one aspect.A clearer understanding of the inter-relationship of the variousfacets of quality of working life offers the opportunity for improved analysis of cause and effect intheworkplace. This consideration of quality of working life as the greater context for various factors in theworkplace, such as job satisfaction and stress, may offer opportunity for more cost- effectiveinterventions in the workplace. The effective targeting of stress reduction, for example, mayotherwise prove a hopeless task for employers pressured to take action to meet governmentalrequirements. Work-life balanceisbalancingtheprioritiesofcareergoalsandfamilygoals.Careergoalsincludepromotions, employment status, monetary earnings and the like. Family goals include spendingmore time with family members for spiritual activities, pleasure leisure, health, education andcareers of family members. This concept reduces the gap between work and family in the processofbalancingthedemandsofboth.Certainjobslikeallowwork-lifebalance. MEANINGOFQUALITYOFWORKLIFE There is no generally acceptable definition about the term ‘Quality of Work Life’. The term hasdifferent meanings to different persons. For example, for a new recruit, it may mean opportunitiesfor 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 organizationare able to satisfy import personal needs through their experience in the organization”. Accordingto Nadler and Lawler – “Quality of Work Life (QWL) is concerned about the impact of work onpeople as well as on organization effectiveness, and the idea of participation in organizationalproblemsolvinganddecisionmaking.” ThebasicpurposeofimprovingQWListochangetheclimateatworksothathuman-technological- organizational interface leads to better quality of work life. There are many factorsthatcan contributeto QWL.Theyare:  Adequatecompensationtomeettheneedsofthesociallydeterminedstandardofliving 124  Healthyandsafeworkingconditions  Respectforindividual’spersonalrightsandtheprinciplesofnaturaljusticeandequity  Balancebetweenworkandfamilylife CUIDOLSELFLEARNINGMATERIAL(SLM)

 Securityandgrowthopportunity  EffectsofQualityofWork Life  Jobinvolvement- Jobinvolvedpeoplespendmoretimeonjobandturnoutbetterperformance  QWLgivesemployeejobsatisfaction.Highjobsatisfactionleadstohighworkperforma nce,lessemployeeturnoverandlessabsenteeism.  Asemployeesengagethemselvesmoreandmorein workactivities,theyacquireagreatsenseofcompetenceandexperienceandhigherlevel ofjobinvolvement. OBJECTIVES Thesuccess of any organizationdependson how it attracts recruits,motivates, and retainsitsworkforce. Organizations need to be more flexible so that they develop their talented workforce andgain their commitment. Thus, organizations are required to retain employees by addressing theirworklifeissues. The elements that are relevant to an individual’s quality of work life include the task, the physicalworkenvironment,socialenvironmentwithintheorganization,administrativesystemandrelations hip between life on and off the job. The basic objectives of a QWL program are improvedworkingconditionsfortheemployeeandincreaseorganizationaleffectiveness. OrganizationalEnvironment: Maintaining a conducive organizational environment is not about managing retention. It is aboutmanagingpeople.Ifanorganizationmanagespeoplewell,retentionwilltakecareofitself.Organizatio ns should focus on managing the work environment to make better use of the availablehumanassets. Peoplewanttoworkforanorganizationwhichprovides-  Appreciationforthework done  Ampleopportunitiestogrow  Afriendlyandcooperativeenvironment  Afeelingthattheorganizationissecondhometotheemployee  Organizationenvironmentincludes  Culture  Values  Companyreputation  Qualityofpeopleintheorganization  Employeedevelopmentandcareergrowth  Risktaking 125 CUIDOLSELFLEARNINGMATERIAL(SLM)

 Leadingtechnologies  Trust TypesofEnvironmentEmployeesSeekinanOrganization: 1. LearningEnvironment– Itincludescontinuouslearningandimprovementoftheindividual,certificationsandprovisionforhig herstudies,etc. 2. SupportEnvironment– Organizationcanprovidesupportintheformofworklifebalance.Worklifebalanceincludes:  Flexiblehours  Telecommuting  Dependentcare  Alternateworkschedules  Vacations  Wellness WorkEnvironment: 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 environmentpushes employees to look for new opportunities. The environment should be such that the employeefeelsconnected totheorganizationinevery respect. CommunicationbetweenEmployeeandEmployer: Communication is a process in which a message is conveyed to the receiver by the sender. Themessage may be or may not be in a common format or language that both the sender and receiverunderstand. So, there is a need to encode and decode the message in the process. Encoding anddecoding also helps in the security of the message. The process of communication is incompletewithoutthefeedback. MAJORISSUES Thougheveryorganisation attempts to improvetheemployer-employee relations andthroughit,thequality of work life of employees, problems may occur in effective implementation of QWLprogrammes.Theseproblemsmayoccurbecauseof: 1. Poorrewardandrecognition: People will not do their best when they feel that employers’ commitment in terms of reward andrecognition is lacking. Commitment is a mutual phenomenon. When employers want to get the bestfromemployeesbutdonotgivethemrewardandrecognition,peoplewillnotbecommittedtowork. 126 CUIDOLSELFLEARNINGMATERIAL(SLM)

2. Dead-endjobs: Work which does not offer opportunities for growth and promotion is one of the greatest reasons foremployees’ de-motivation and non-commitment. Jobswhich depriveemployees of self- developmentandgrowthopportunitiesleadtohighdissatisfactionanddisloyalty. 3. Managingbyintimidation: Mistreating people and managing them by threats and embarrassment leads to employees’dissatisfactionandweakenstheircommitment.Inabestsellerbook”TheLoyaltyLink”Dennis G.McCarthtyhas identifiedmanagingbyintimidationas oneof thesevenways which undermineemployees’loyalty. 4. Negativeworkingenvironment: Non-acceptance by colleagues, non-cooperation, too much politics, and negative behaviour bycolleagues,supervisorsandotherpeopleinthecompanyalsohampercommitment.Attheendofthedaypeoplew antpeaceofmind,whichifnotavailableinthework environmentwilldiscouragethemtoshowtotalsupporttothecompany. 5. Nojobsecurity: Oneofthemajor needsofemployeesisjobsecurity.Iftheemployeefeelsthathecanlosehisjobanytime, hewouldnotbecommittedtowardscompany’sgoals. 6. Negativeattitude: Somepeoplebynaturearenotcommittedtoanythingandanyoneandassuchtheywouldnotbecommitted to their employers also. Commitment is an attitude and those who lack it will not becommittedtotheirjobs. STRATEGIESTOIMPROVE QUALITYOF WORKLIFE QWL is the shared responsibility, not only of the management and workers but also of the unionleaders, government officials and behavioral scientists. Hackman and Suttle outline six strategieswhichcanbeusedforimprovingQWLin organizations. Thesestrategiesinclude:  Thedevelopmentofcareersandcareerpaths,  Workdesign,  Organizationalrewardsystems,  Designandmaintenanceofgroupandinter-grouprelationships,  Managerialpractices,and  Internalandexternalstrategiesforchange. 1. CareerandCareerPaths: 127 CUIDOLSELFLEARNINGMATERIAL(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 formsa means to improve, or at least, sustain employees’ productivity and prepare them for changing worksituationsin theorganizationalsetting. It involves issues like career counseling, charting career paths, career information systems, humanresource planning,periodic skill assessment, training and help for disadvantagedgroups. Threeconditions are needed for effective performance of activities concerning to development of careerpathsofemployeesinorganizations. i. CoordinationoftheseactivitieswithotheractivitiesinHRmanagement; ii. Activeinvolvementoflinesupervisorsindesigningandimplementingthem;and iii. Provisionforequalaccesstothebenefitofallemployees. 2. WorkDesign: Work design influences employee satisfaction, motivation and productivity. In order to improvequality of work life, work design must consider factors that moderate employees’ reactions to theirwork. Thesefactors relatetoindividualdifferences and inter-personal andorganizationalfactors.Asthere 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 forspecific design alternatives. Whatever work design options management uses, the followingstrategies for planned personal and organizational change seem to be relevant for effectiveintroductionofQ WLthroughw orkredes igninorganizationalsettings - i. Diffusingknowledgeaboutwork-redesigntheoryandpractice; ii. Disseminatingwork-redesigninnovations; iii. Payingmoreattentiontothejobsoffirstlevelmanagers;and iv. Payingmoreattentiontotheroleofunionsinwork-redesignefforts. 3. RewardSystems: 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 jobassignments 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 a n integral part of anyprogramoforganizationatchange. 4. DesignandMaintenanceofGroupandInter-GroupRelationships: Thereexistsgroupdynamicsinformalandinformalsituations.Inconjunctionwithdifferentcharacteristicsof intra-groupbehaviortherearesystematiccharacteristicsofinter-grouprelationships in organizations. There arises a complex set of behaviors, emotions, attitudes andbeliefswhengroupstendto haveinterdependentrelationships. As a strategy to improve QWL, efforts may be made to take into account the dynamics of intra- groupandinter-grouprelationsindesigningandmaintainingtheminorganizations.Differentbehavioral 128 CUIDOLSELFLEARNINGMATERIAL(SLM)

science interventions can be applied to reduce the destructive effects of inter -groups conflict andimproveQWL. 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 viewwith an awareness of the necessity for interdependence of action calling on the best efforts of thesegroups. 5. ManagerialPractices: 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 theQWL.Thesupervisorinfluencesemployees’productivebehaviorthroughhis treatmentof theindividuals and his influence on the design of jobs and the management influences through therewardsystemsandthedevelopmentofteamwork. 6. InternalandExternalStrategiesforChange: A set of internal and external strategies is used to introduce five strategies aimed at improvement ofQWL in an organization. Before sticking to this set of strategies, there is a need to make a number ofchoices between centralized-de-centralized strategies, power-based and collaborative strategies, fastand slow-pacedstrategies, and individual and structure-oriented strategies.Often, three generalstrategiesareused tointroduceQWLprograms. Theseare: i. Strategiesarisinginternallyintheorganization,suchasOD,ormanagementandunionstrategies; ii. Strategiesoriginatingwithpoliticalandspecialinterestgroups,suchascommunityactionappro aches;and iii. Societallevelstrategies,suchasuseoflegislationinvolvingintegrationofinternalandexternalprogra ms. SUMMARY  Dissatisfaction with working life affects the workers some time or another, regardless ofpositionorstatus.  The frustration, boredom and anger common to employees can be costly to both individualsand organisations.  Managers seek to reduce job dissatisfaction at all organizational levels, including their own.Thisisacomplexproblem,however,becauseitisdifficulttoisolateand identifytheattributeswhichaffectthequality ofworking life.  Profitability of a company is linked to satisfaction of its work force. A company that does notmeasureandimproveemployeesatisfactionmayfaceincreasingturnover,decliningproductivit yandlimitedabilitytoattract andretainqualifiedreplacements.  Employee satisfaction and quality of work life directly affect company’s ability to serve itscustomers. 129 CUIDOLSELFLEARNINGMATERIAL(SLM)

 EffortstowardsQWLmeasurementhelpinefficientandeffectiveallocationofresourcestoenhancepr oductivityandstabilityoftheworkforce.Itleadsto:  Positiveemployeeattitudestowardtheirworkandthecompany.  Increasedproductivityandintrinsicmotivation.  Enhancedorganizationaleffectivenessandcompetitiveadvantage. KEYWORDS/ABBREVIATIONS  QWL:Qualityofworklife  QC:Qualitycircles LEARNINGACTIVITY 1. WhatisQualityofworklifeinyourorganization.Discuss ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… 2. Listdowntheissuesyou findareaffectingQWLinyourorganization. ……………………………………………………………………………………………........……… ……………………………………………………………………………………………................ UNITENDQUESTIONS(MCQANDDESCRIPTIVE) A. DescriptiveTypesQuestions 1. Whatisqualityofworklife? 2. StateobjectivesofQWL 3. Enumeratethemajorissuesinqualityofworklife 4. ExplainstrategiestoimproveQWL. B. MultipleChoiceQuestions 1. Whichofthefollowingisnotanarea ofQualityofWorklife? a. Health b. Safety c. benefitsrelatedtoemployment d. Noneofthese 2. WhichofthefollowingisaprincipleofQualityofWorkLife? 130 CUIDOLSELFLEARNINGMATERIAL(SLM)

a. Principlerelatedtodemocracy b. Principlerelatedtoindividualism c. Principlerelatedtoequity d. Allofthese 3. Jobsatisfactionisbestdescribedas: a. Avalue. b. Aperception. c. Behaviour. d. Anattitude 4. isagroupofemployeesthatmeetregularlyto solveproblemsaffectingitswork area. a. Aqualitycircles b. Labourwelfaregroup c. Welfaregroup d. Committee Answers: 1-d,2-d,3-d,4-a. REFERENCES  Aswathappa,K.(2002).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Dessler,G.(2012).HumanResourceManagement.NewDelhi:Prentice-HallofIndia.  Rao,V.S.P.(2002).HumanResourceManagement:Textandcases.NewDelhi:Excel Books.  Decenzo,A.&RobbinsPStephen.(2012).Personnel/HumanResourceManagement.NewDelhi:Pre ntice-HallofIndia.  Ivancevich,MJohn.(2014).HumanResourceManagement.NewDelhi:TataMcGraw-Hill.  Mamoria,C.B.(2002).PersonnelManagement.Mumbai:HimalayaPublishingHouse.  MadhurimaLallandSakinaQasimZaidi,HumanResourceManagement,ExcelBooks.  PLRao,ComprehensiveHRM,ExcelBooks.  RaoP.S. (2008), Essentialsof HumanResourceManagement and IndustrialRelations,TextCasesand Games,HimalayaPublication.  https://shodhganga.inflibnet.ac.in/bitstream/10603/71421/8/08_chapter%201.pdf  http://www.whatishumanresource.com/quality-of-work-life 131 CUIDOLSELFLEARNINGMATERIAL(SLM)

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