CLASSIFICATION OF GRIEVANCE

Grievance can usually be classified as

 Those caused by misunderstanding.
 Those caused by intentional contract violations.
 Those caused by symptomatic problems outside the scope of the labour
agreement.
Grievance caused by a misunderstanding usually stem from circumstances
surrounding the grievance, a lack of familiarity with the contract or an inadequate
labour agreement.
Intentional violation of a contract is usually an effort to capitalize on ambiguous
contract language or past practices.
Symptomatic grievances are simply a means for the employee to show
dissatisfaction or frustration and stem from the human element in management /
labour relationship.
THE GRIEVANCE PROCESS: an example
The following steps comprise the typical grievance process
Step 1:- the employee talks informally with her or his direct supervisor, usually
as soon as possible after the incident has occurred. A representative of bargaining
agent is allowed to be present. A written request for the next step is given to
immediate supervisor within ten working days. The employee, supervisor, and
agent will be present for any discussion.
step 2 - if the response to step 1 is not satisfactory. A written appeal may be
submitted within 10 working days tic the director of nursing. The employee,
agent, grievance chairperson and the top nursing administrator or designs can be
provided in 5 working days subsequent to these meetings.
Step 3:- the employee, agent, grievance chairperson, administrator and director
of human resources meet • scission. The 10 and 5 day time limits for appeal and
a-sorer are again observed.
Step 4:- the final step is arbitration, which is invoked when no solution suggested
is acceptable. An arbitrator who is a natural third party is selected and is present
at these meetings. The submission of grievance may be required - 15 days after
step 3 is completed.
SUGGESTIONS HELPFUL IN HANDLING GRIEVANCE
• The objective of the grievance process is not to achieve conquest. You have
to work with one another after resolution of the grievance, so treat each other
with Courtesy and respect.
• Do not, whatever your position, allow disagreements ar disputes among
members of your team to be public.
• Expedience is a must; delaying tactics serve only to heighten emotions.
However allow time to consider the facts.
• Stay objective: emotionalism usually leads to further problems
• Implementing decisions or filing grievances requires Planning Get all the
facts and Information's, evaluated and anticipates the other party's response.
Seek guidance from those higher in administrative positions
• Never refuse to meet with the grievant representatives
• The bargaining unit representative, though In a unique position, is not
immune from reprimand or discipline.
• Integral to bargaining are solutions that may also accommodate future
changes and needs.
• Be prepared to give or take acceptable compromises and alternate solutions
within the framework of the contract, no matter which party suggests them.
• Pat formulas do not settle grievance or solve problems.
• Observe the time limits. If you do not, the bargaining unit may lose the right
to continue the grievance to the next level.
• In adjusting a grievance, knowledge is very important.
• Gloating over a 'nursing' is human but remember that you may 'lose' the next
one; don't become overconfident.
THE GRIEVANCE HEARING In the grievance hearing, remember this key
behavior:
• Put the grievant at ease. Do not interrupt or disagree.
• Listen openly and carefully.
• Discuss the problem calmly and with an open mind.
• Get the story straight. Get all the facts ask logical questions.
• Consider the grievant view points
• Avoid snap judgements. Do not jump to conclusions
• Make an equitable decision, and then give it to the grievant promptly.
Decertification
Occasionally, members of a particular may decide upon that the union they
want or that no union at all is needed. In such a case, the members of the
bargaining unit have the right to either change their union affiliation or remove
the union by using a process known as decertification. This process is
essentially the same as that following by the NLRB for a representation
election.

Jurisdictional Recognition
Strikes
Strikes
Sympathy
Economic Strikes Strikes
TYPES OF
STRIKES

Illegal Strike Unfair

Labor Strike
Economic strikes
Employee's attempt to get their employer to meet their demands by their
services. An employ cannot be fired for participating in an economic strike
but can be replaced.
Unfair labour strikes
Result from an unfair labour practice by an employer or a union.
Sympathy strikes
Employees of one employer strike in support of another. Workers can refuse
to cross to picket lines.
Jurisdictional strike
In jurisdictional strike there is a work stoppage over the assignment of work
to two or more unions. Employees may strike because the employer assigned
a particular job to another union.
Recognition strikes
It is a work stoppage to force an employer to bargain with a particular
organization.
Illegal strikes
The category of illegal strike comprises violent strikes boycott or secondary
strikes and wildcat or surprise strikes that are not authorized by the union.
BARGAINING FORM AND TACTICS
A collective bargaining process generally consists of four types of activities-
distributive bargaining, integrative bargaining, attitudinal restructuring and
intra-organizational bargaining.
Distributive bargaining
It involves haggling over the distribution of surplus. Under it, the economic
issues like wages, salaries and bonus are discussed. In distributive bargaining,
one party's gal is another party's loss. This is most commonly explain in terms
of a pie. Disputants can work together to make the pie bigger, so there is
enough for both of them to have 'le' as much as they want, or they can focus
on cutting the pie up, trying to get as much as they can for themselves. In ea.
general. Distributive bargaining tends to be more competitive. Also known as
conjunctive bargaining
Integrative bargaining
This involves negotiation of an issue on which both the parties may gain, or
at least neither party loses. For example, representatives of employer and
employee sides may bargain over the better training programmer or a better
rib evaluation method. Here, both the parties are trying to make more of
something. In general, it tends to be more rrx,parative than distributive
bargaining. This type of argjaining is also known as cooperative bargaining.
Attitudinalrestructring
This involves shaping and reshaping some attitudes like trust or distrust
friendliness or hostility between labor and management. When there is a
backlog of bitterness between both the parties, attitudinal restructuring
required to maintain smooth and harmonious industrial relations, It develops
a bargaining environment and creates trust and cooperation among the parties.

Intra-organizational bargaining
It generally aims at resolving internal conflicts. This is a type of maneuvering
to achieve consensus with the workers and management. Even within the
union, there may be differences between groups. For example, skilled workers
may feel that they are neglected or women workers may feel that their interests
are not looked after properly.
LEVELS OF COLLECTIVE BARGAINING
As 3 levels
1. National level
2. Sectoral/ industrial level
3 Company/ enterprise level
Economy-wide (national) bargaining is a bipartite or, tripartite form of
negotiation between union confederations, central employer associations and
government agencies. It aims at providing a floor for lower-level bargaining
on the terms of employment, often taking Into account macroeconomic goals.
Sector& bargaining, which alms at the standardization of the terms of
employment in one industry, includes a range of bargaining patterns.