INTRODUCTION

Employees are the major assets of an organization. It is essential that the employee perform
together as a collective unit and contribute equally towards the realization of common goal. No task
can be accomplished if the individuals are engaged in constant conflict and misunderstandings. It has
been observed that the targets are achieved at a much faster rate if the employees work together and
share a warm relationship with each other. Employees must be comfortable with each other to deliver
their best and enjoy work.

EMPLOYEE RELATIONSHIP MANAGEMENT

Employee relationship management refers to managing the relation between the various
employees in an organization. The relationship can be between employees and the employer as well
as between employees at the same level.
It is an art which effectively monitors and manages the relation between individuals either of
the same team or from different teams and a process of adopting controlling methods and practices
to regulates employee relations.

WHAT TO KNOW ABOUT ‘GRIEVANCE HANDLING’

What is grievance handling?
 Grievance handling is the management of employee dissatisfaction or complaints (e.g.
favouritism, workplace harassment, or wage cuts). By establishing formal grievance handling
procedures, you provide a safe environment for your employees to raise their concerns. You
also create a channel to explain your policies and rationale for actions or decisions.
 It is the duty of HR managers to look into such grievances without prejudging anything in an
objective and unemotional manner.
 HR manager should try to identify and resolve them as they come to this knowledge.
What is grievance?
 A grievance is any dissatisfaction or feeling of injustice having connection with one’s
employment situation which is brought to the attention of management. Speaking broadly, a
grievance is any dissatisfaction that adversely affects organizational relations and productivity.
 To understand ‘grievance’ is, it is necessary to distinguish between dissatisfaction, complaint,
and grievance.
 Dissatisfaction – is anything that disturbs any employee, whether or not the unrest is
expressed in words.
 Complaint – is a spoken or written dissatisfaction brought to the attention of the
supervisor or the shop steward.
 Grievance – is a complaint that has been formally presented to a management
representative or to a union official.
(Thus, dissatisfaction when expressed become a complaint becomes a grievance when
the employee feels that an injustice has been done and is brought to the notice of
management.)
 “Grievance is any discontent or dissatisfaction whether valid or not, arising out of anything
connected with the company which an employee thinks, believes, or even feels to be unfair,
unjust or inequitable” – Michael Jucious.
Four (4) Key Features of a Good Grievance Handling Procedure by Torrington and Hall
 1. Fairness – Fairness is needed not only to be just but also to keep procedure viable, if
employees develop the belief that the procedure is only a formality, then its value will be lost,
and other means sought to deal with the grievances. This also involves following the principles
of natural justice, as in the case of a disciplinary procedure.
2. Facilities for Representation – Representation, can be of help to the individual employee who
lacks the confidence or experience to take on the management single-handedly. However,
there is also the risk that the presence of the representative procedure a defensive
management attitude, affected by a number of other issue on which the manager and
representative may be at loggerheads.
3. Procedural Steps – Steps should be limited to three. There is no value in having more just
because there are more levels in the management hierarchy. This will only lengthen the time
taken to deal with the matter and will soon bring the procedure into dispute.
4. Promptness – Promptness is needed to avoid the bitterness and frustration that can come from
delay.
Employee Grievance Handling – Six (6) Main Objective
1. To enable the employee to air his/her grievance.
2. To clarify the nature of the grievance.
3. To investigate the reasons for dissatisfaction.
4. To obtain, where possible, a speedy resolution to the problem.
5. To take appropriate actions and ensure that promises are kept.
6. To inform the employee of his or her right to take the grievance to the next stage of the
procedure, in the event of an unsuccessful resolution
Employee Grievance Handling – 8 Successful Pre-Requisites
1. Conformity with the prevailing legislations – The grievance procedure should be in
conformity with the existing legislations. It should be designed in such a way that it
supplements the statutory provisions.
2. Acceptability – The grievance procedure should be developed with the mutual consultation
among management, workers and labour union. In other words, it must be acceptable to all the
concerned parties.
3. Simplicity – It should be as simple as possible. It should involve steps only to encourage the
employees. Otherwise if there are so many steps or stages the procedure will become
complex and the workers get discouraged.
4. Clarity – Each and every step in the procedure should be clear-cut and unambiguous. An
aggrieved employee should be well-informed to whom he should make representation, the
form of report, the time limit for making request, appeal, etc.
5. Promptness – A grievance procedure must make speedy redressal of grievances as
unnecessary delays add to frustration of the workers.
6. Based on facts – At all the stages, the officer in charge of handling the grievance should
make full search of facts and maintain his records properly. Getting the relevant facts is very
essential and equally important is the analysis of the facts after taking into consideration the
economic, psychological, social and legal issues involved in it.
7. Training – Proper training of supervisors and union representatives is essential for the
effective working of grievance procedure.
8. Follow-up – The working of grievance handling procedure should be reviewed at periodical
intervals. To make it more effective necessary improvements must be made.
Reasons of Grievances Handling
1. Economic – Employees may demand for individual wage adjustments. They may feel that
they are paid less when compared to other. For example, late bonus, payments, adjustment to
 overtime pay, perceived inequalities in treatment, claims for equal pay and appeals against
performance-related pay awards.
2. Work environment – It may be undesirable or unsatisfactory conditions of work. For example,
light, space, heat, or poor physical conditions of workplace, defective tools and equipment,
poor quality of material, unfair rules and lack of recognition.
3. Poor quality of supervision – It may be objections to the general methods of supervision
related to the attitudes of the supervisor towards the employee such as perceived notions of
bias, favoritism, nepotism, caste affiliation and regional feelings.
4. Organizational change – Any change in the organizational policies can result grievances. For
example, the implementation of revised company policies or new working practices.
5. Employee relations – Employees are unable to adjust with their colleagues, suffer from
feeling of neglect and victimization and become an object of ridicule and humiliation, or other
inter-employee dispute.
6. Miscellaneous – These may be issues relating to certain violations in respect of promotion,
safety methods, transfer, disciplinary rules, fines, granting leaves, medical facilities, etc.
Grievance Lead to:
1. On the production:
a. Low quality of production
b. Low productivity
c. Increase in the wastage of material, spoilage/leakage of machinery
d. Increase in the cost of production per unit
2. On the employees:
a. Increase in the rate of absenteeism and turnover
b. Reduction in the level of commitment, sincerity, and punctuality
c. Increase in the incidence of accidents
d. Reduction in the level of employee morale.
3. On the managers:
a. Strained superior-subordinate relations
b. Increase in the degree of supervision and control
c. Increase in indiscipline cases
d. Increase in unrest and thereby machinery to maintain industrial peace.
Sound Grievance Handling Procedure
The grievance handling procedure is very important for grievance handling in an organization. It
provides the clear-cult guidelines and shows the path to the managers how to solve the grievances.
For smooth working it should have certain basic elements so that it can claim that is a good
procedure for effective working.

The following elements for a sound grievance handling procedure are suggested:
a) Well defined communication channels.
b) The procedure should be simple, to understand.
c) Properly defined steps for redressing of grievances.
d) Should have logical sequence of steps.
e) Favourable attitude of concerned authorities responsible for redressing.
f) Fact base approach for redressal of grievances.
g) Proper communication of procedure to all employees and authorities.
h) Respect for decisions of redressing authority.
i) Periodical review of grievance handling procedure.

Employee Grievance Handling – 4 Important Principles

 I. Adequate time must be given for talking to employees, collecting data from and giving them
various types of information needed.
II. In grievance-handling the representative of management should develop an attitude towards
employees that should be instrumental in winning their confidence, loyalty and genuine
cooperation. Management’s sincere interest and constructive willingness to help the
employees should be displayed throughout.
III. A positive approach of management representatives indicating their full awareness of the
specific issues as well as their desire and capabilities to carry out the entrusted responsibilities
proves highly useful in gaining respect and cooperation.
IV. In handling grievances, the management representatives must keep in focus not only the
current impact of the grievances but also its effects in the long run along with its far distant
implications. Thus, grievances should be handled in terms of their total effect on the
organization and not solely their immediate or individual effect.
Managing Grievance Effectively

1. Quick action- As soon as the grievance arises, it should be identified and resolved. Training
must be given to the managers to effectively and timely manage a grievance. This will lower
the detrimental effects of grievance on the employees and their performance.
2. Acknowledging grievance- The manager must acknowledge the grievance put forward by
the employee as manifestation of true and real feelings of the employees. Acknowledgement
by the manager implies that the manager is eager to look into the complaint impartially and
without any bias. This will create a conducive work environment with instances of grievance
reduced.
3. Gathering facts- The managers should gather appropriate and sufficient facts explaining the
grievance’s nature. A record of such facts must be maintained so that these can be used in
later stage of grievance redressal.
4. Examining the causes of grievance- The actual cause of grievance should be identified.
Accordingly, remedial actions should be taken to prevent repetition of the grievance.
5. Decision - After identifying the causes of grievance, alternative course of actions should be
thought of to manage the grievance. The effect of each course of action on the existing and
future management policies and procedure should be analyzed and accordingly decision
should be taken by the manager.
6. Execution and review- The manager should execute the decision quickly, ignoring the fact,
that it may or may not hurt the employees concerned. After implementing the decision, a
follow-up must be there to ensure that the grievance has been resolved completely and
adequately.

An effective grievance procedure ensures an amiable work environment because it redresses the
grievance to mutual satisfaction of both the employees and the managers. It also helps the
management to frame policies and procedures acceptable to the employees. It becomes an effective
medium for the employees to express t feelings, discontent and dissatisfaction openly and formally.

Following are some effects of Grievance Handling:

1. It encourages employees to raise concerns without fear of reprisal.
2. It provides a fair and speedy means of dealing with complaints.
3. It prevents minor disagreements developing into more serious disputes.
4. It saves employers time and money as solutions are found for workplace problems. It helps to
build an organizational climate based on openness and trust.
5. It is a channel for an aggrieved employee to express and present his grievance.
6. It is an assurance for dispassionate handling of one’s grievance.
 7. It provides assurance about the availability of some machinery for prompt handling of
grievance.
8. It is a means by which an aggrieved employee can release his feelings of discontent or
dissatisfaction with his/her job.
Employee Grievance Handling – Importance
Any feeling of discontent or dissatisfaction usually results in definite and considerable losses to
employee morale, efficiency and productivity. Grievances generally give rise to unhappiness,
frustration, indifference to work and thus affect the interests of the organization very adversely.
Quite often when minor grievances are accumulated, major problems creep in like work-stoppages –
strikes, lockouts and other forms of unpredictable eruption causing long-term damage to productivity.
Therefore, it becomes extremely essential to handle the grievances at the earliest possible moment.
Human Resource Manager’s role in grievance redressal is significant and to be successful he must
know and understand the causes which lie behind grievances and how to set them right. His skill in
observation of behaviourism, attitudes and habits of people may be highly useful in exploring early
symptoms of changes in individuals due to unexpressed grievances. Attitude surveys also provide
clues to actual or probable grievances and their impact on productivity.
With the help of thorough analysis of the nature and pattern of grievances, the causes of employee
dissatisfaction can be removed. The HR manager has to probe deeper into the details of grievances
and explore the best possible method of settling them.
He has to help the top management and line managers, particularly supervisors, in the formulation
and implementation of the policies, programs and procedures for effective grievance handling. These
policies, programs and procedures are generally known as the grievance redressal procedure.
The importance of grievance handling lies in the fact that grievances can have several effects which
are essentially adverse and counterproductive to organizational objectives. As we have seen, these
adverse effects include – indiscipline, unrest, low productivity, poor quality of production, increase in
wastage and costs, increase in employee turnover, increase in absenteeism, increase in accident-
proneness, loss of interest in work and consequent lack of morale and commitment.
Therefore, management must be alert to signs and symptoms of employee dissatisfaction and
attempt to uncover root-causes of the ill-feelings so that harmony and productive results can be
achieved in the organization.
If managed or handled properly the importance of effective grievance handling would be
following:
 Relieve employees from mental pains or suffering.
 Employees feel satisfied at workplace.
 Develop employees’ interest in their jobs.
 Sense of belongingness or attachment develops.
 Employees become cooperative at work.
 Avoid many labour problems in industry.
 Industrial disputes and accidents are avoided.
 Develop good industrial relations in industry.
 Industrial peace and harmony are maintained and developed further.
 Performance of employees improves to a good extent
 Production volume and quality improve.
 Profitability of the company improves.
 Overall effectiveness and reputation of the company in business improves.
 Reputation of the company in markets improved.
  Contributes in development of employees, society and national economy.

WHAT TO KNOW ABOUT ‘EMPLOYEE DISCIPLINE’

What is Employee Discipline?
 Discipline refers to the actions imposed by an organization on its employees for failure to
follow the organization's rules, standards, or policies. Traditional approaches to discipline,
based on punishment, are known to promote adversarial relationships between leaders and
followers. A more effective approach now being used by many companies recognizes good
performance and encourages employee commitment to the organization and its goals. Once
employees see the discrepancy between actual and expected performance, the burden is on
the employee to change. Even with more positive approaches to discipline, organizations still
need to have some form of disciplinary procedure, whether formal or informal, that carries
successively stiffer penalties for repeated or more serious offenses.
 Discipline is the orderly conduct by an employee in an expected manner. It is the force or fear
of a force that deters an individual or a group from doing things that are detrimental to the
accomplishment of group objectives. In other words, discipline is the orderly conduct by the
members of an organization who adhere to its rules and regulations because they desire to
cooperate harmoniously in forwarding the end which the group has in view.
 According to Calhoon, “Discipline is a force that prompts individuals or groups to observe
rules, regulations and procedures which are deemed to be necessary for the effective
functioning of an organization”.
 The purpose of discipline is to encourage employees to behave sensibly at work, that is,
adhere to rules and regulations. Disciplinary action is called for when an employee violates
one of the rules.
Good Discipline
 Good discipline means that employees are willing to abide by company rules and executive
orders and behave in the desired fashion. Discipline implies the absence of chaos, irregularity
and confusion in the behaviour of a worker.
Employee Discipline – 2 Concepts: Positive and Negative Concepts of Employee Discipline
1. Positive discipline
 means a sense of duty to observe the rules and regulations. It can be achieved when
management applies the principles of positive motivation along with appropriate
leadership. It is also known as cooperative disciplines or determinative discipline.
 It involves creation of an atmosphere in the organizations whereby employees willingly
can form to the established rules and regulations. According to Spriegel, “positive
discipline does not replace reason but applies reason to the achievement of a common
objective. Positive discipline does not restrict the individual, but enables him to have a
greater freedom in that he enjoys a greater degree of self-expression in striving to
achieve the group objective, which he identifies as his own.”
2. Negative discipline
 is known as punitive or corrective discipline. Under it penalties or punishments are used
to force workers to obey rules and regulations. The objective is to ensure that
employees do not violate the rules and regulations. Negative disciplinary action involves
techniques such as fines, reprimand, demotion, layoff, transfer etc.
  Negative discipline requires regular monitoring causing wastage of valuable time. In the
negative concept of discipline, disciplinary action implies punishment Also punishment
causes resentment and hostility. Satisfactory results cannot be obtained, however if
discipline is perceived only in terms of control and punishment.
 While exercising negative discipline, management should proceed in a sequential
manner, viz. an oral reprimand, a written reprimand, a warning, temporary suspension
and dismissal or discharge.
Employee Discipline – Nature and Characteristics
Nature of Discipline: According to Megginson; discipline involves the following three things:
1. Self-discipline implies that a person brings the discipline in himself with a determination to
achieve the goals that he has set for himself in life.
2. Orderly behavior refers to discipline as a condition that must exist for an orderly behaviors in
the organization.
3. Punishment is used to prevent indiscipline. When a worker goes astray in his conduct, he has
to be punished for the same and the recurrences of it must be prevented.
Characteristics:
Discipline should be imposed without generating resentment. McGregor propounded the “red hot
stove rule” which says that a sound and effective disciplinary system in an organization should have
the following characteristics-
1. Immediate - Just as when you touch a red hot stove, the burn is immediate, similarly the
penalty for violation should be immediate/ immediate disciplinary action must be taken for
violation of rules.
2. Consistent- Just as a red hot stove burns everyone in same manner; likewise, there should be
high consistency in a sound disciplinary system.
3. Impersonal- Just as a person is burned because he touches the red hot stove and not
because of any personal feelings, likewise, impersonality should be maintained by refraining
from personal or subjective feelings.
4. Prior warning and notice- Just as an individual has a warning when he moves closer to the
stove that he would be burned on touching it, likewise, a sound disciplinary system should give
advance warning to the employees as to the implications of not conforming to the standards of
behaviour/code of conduct in an organization.
Employee Discipline – 5 Important Objectives
a) To obtain a willing acceptance of the rules and regulations or procedures of an organization so
that organizational goals may be attained.
b) To develop among the employee a spirit of tolerance and a desire to make adjustments.
c) To give direction or responsibility.
d) To increase the working efficiency or morale of the employees so that their productivity is
stepped up and the cost of production brought down and the quality of production improved.
e) To create an atmosphere of respect for the human personality or human relations.
Discipline is essential for the smooth running of an organization for the maintenance of industrial
peace which is the foundation of industrial democracy. Without discipline, no enterprise would
prosper.
The success of any rules of discipline depends on the existence of a high degree of cooperation
between the employers and the employees; on faith to believe in one another’s motives; on the
fulfillment of mutual obligation, on the management enlightened attitude towards its employees and
its over-all efficiency for the worker’s trade unions
Employee Discipline – 7 Important Principles for Maintenance of Discipline
Disciplinary measures have serious repercussions on employees; they should therefore, be based on
certain principles so that they may be fair just and acceptable to employees or their unions.
a) As far as is possible, all the rules should be formed in cooperation or collaboration with the
representatives of employees.
b) All the rules should be appraised at frequent or regular intervals to ensure that they are and
continue to be, appropriate, sensible and useful.
c) Rules should be uniformly enforced if they are to be effective. They must be applied without
exception.
d) Penalties for any violation of any rule should be clearly stated in advance.
e) Extreme caution should be exercised to ensure that infringements are not encouraged.
f) If violations of a particular rule are fairly frequent; the circumstances surrounding them should
be carefully investigated and studied in order to discover the cause or causes of such violation.
g) Define or precise provisions for appeal or review of all disciplinary actions should be expressly
mentioned in the employee’s handbook.
Employee Discipline – Importance of Employee Discipline from the Point of View of an
Individual, a Work Group and an Organization
Importance of discipline in organizations can hardly be overemphasized. Orderly behavior is
necessary for achieving the organization’s objective. In the absence of discipline, no enterprise would
prosper. If discipline is necessary even in a nuclear family or in a homogeneous unit, how can an
industrial organization with heterogeneous people, work smoothly without discipline.
When an employee is at fault, the management has to take disciplinary action. Discipline is said to be
good when employees follow willingly the instructions of their supervisors and the various rules of the
company. Discipline is bad when employees either follow rules and regulations unwillingly or actually
disobey them.
Poor discipline advises the need of correction. The fundamental reason for taking disciplinary action
is to correct situations that are unfavorable to the company. Basically, discipline is a form of training.
When disciplinary problem emerges, it may be as much management’s fault as the workers. Many
disciplinary problems grow out of management’s failure to inform employees what is expected of
them.
The term ‘discipline’ has unpleasant associations with punishment but with the addition of the “just
cause” concept involving a limitation on the employer’s right to discipline and discharge. The word
has been extended to embrace a system of training and education of both employee and his
supervisor, designed to achieve orderly conduct.
The significance of discipline can be explained as under:
1. From the Point of View of an Individual:
I. Discipline provides self-safety to an individual.
II. It enhances an individual’s progress.
III. An individual needs it for his own satisfaction.
2. From the Point of View of a Work Group:
I. Discipline ensures better teamwork and cohesive.
II. A disciplined atmosphere is the key to the progress of the group.
III. Discipline ensures higher productivity.
IV. Discipline enhances morale and motivation of employees.
3. From the Point of View of an Organization:
I. Discipline ensures higher productivity and quality.
 II. Discipline helps an organization in attaining maximum profit.
III. It is essential better all-round benefits.
IV. It helps in keeping a check on wastage and costs.
V. It helps in developing a sense of belonging.
Employee Discipline – 7 Major Factors to Consider in Discipline
To be fair and equitable the following factors need to be analyzed:
1. Seriousness of the Problem - The manager must assess how serious is the indiscipline. For
example, sexual harassment is more serious than late coming.
2. Duration of the Problem - It must be known for how long the problem continues or how often
this happens. First time offence may be less serious than subsequent offences of longer
duration.
3. Nature of the Problem - The pattern of the problem calls for more attention. It must be known
whether it is a part of emerging problem or a continual problem. Continual problem is a serious
one.
4. External Influence - Sometimes a disciplinary problem may arise which is external to the
employee. For example, an employee may fail to appear for an important meeting or
performance appraisal due to some accident.
5. Degree of Familiarity - The organization with formal written rules governing the employee
conduct is more justified in strictly enforcing disciplinary action taken than the organization
where the rules of conduct are informal or vague.
6. Disciplinary Practices - There must be well laid out procedure in assessing disciplinary
problems. Equitable treatment must take into consideration the previous actions taken against
the employees for similar type of disciplinary violations.
7. Management Support - When the affected employee takes the issue to higher authorities, the
manager must be having adequate reasons/data to defend his actions. The disciplinary action
is not likely to carry weight if the violators believe that they can challenge the manager’s
decisions.
Employee Discipline – Causes of Indiscipline
The important causes of indiscipline are analyzed under three heads:
1. Organizational Factors:

i. Where the organization, while hiring the employees, fail to assess the traits of individuals like
attitude, obedience, tolerance and inquisitiveness, it may end up hiring employees who
challenge any decision made by the management. This may breed indiscipline.
ii. Lack of code of conduct for employees has potential to disorient them thereby sowing seeds of
indiscipline.
iii. Where an employee hired for a job for which he has neither aptitude nor attitude, he is sure to
develop ill-feelings. He may find the job uninteresting and do everything to evade
responsibility.
iv. Ineffective leadership characterized by authoritarianism and incompetency, and distrustful
relations with employees fuel indiscipline among the employees.
v. Indiscriminate use of penal provisions triggers reactionary group indiscipline.
vi. Favouritism and nepotism practiced by supervisors vitiate discipline.
vii. Divisive policies pursued by management and instituting unofficial spy network spoils the work
atmosphere thereby engendering indiscipline.
viii. Biased performance evaluation on considerations of caste, creed, colour, gender, religion and
region promotes ill-feeling and a sense of injustice among employees which culminate in
indiscipline.
 ix. Absence of grievance redressal mechanism frustrates employees thereby breeding indiscipline
among them.

2. Individual Factors:
Individual differences caused by education, experience, values, attitudes, beliefs, intelligence,
personality, etc., cause employees to behave differently in an organization. Therefore, some
individuals conform to rules and standards of behaviour in much wider context than others.
Individual features that lead to indiscipline behaviour are as follows:
i. Individuals with non-conformist values tend to engage in indiscipline behaviour.
ii. Every individual perceives reward and punishment differently and react to it accordingly. When
the reward is not commensurate with his expectation, he may feel frustrated and indulge in
indiscipline.
iii. Individuals differ in work ethics. Those with high ethical values tend to be committed and
involved in the jobs while those with low ethical values show alienation to their jobs and exhibit
negative behaviour.
3. Environmental Factors:
Since an organization is also one of the members of the society, discipline observed by the society
manifests in organizations. Indiscipline prevailing in family, educational institutions, political system,
religious institutions, break-down of social control mechanism, etc., casts its ugly shadow on the
organizational climate.
Employee Discipline – 2 Kinds of Punishment: Minor and Major Punishment
I. Minor Punishment:
1. Oral Reprimand – When a superior officer verbally warns the employee committing the
offence, he expresses that he does not approve of his behaviour. For example, employee
sleeping during working hours or found smoking in the workplace.
2. Written Reprimand – Manager writes up the warnings and mails it to the employee
concerned. The employee is called for explanation. A copy of his reply is sent to HR
Department.
3. Punitive Suspension – It is awarded for minor offenses. It may extend for a few days.
Employee gets subsistence allowance during the suspension period.
4. Loss of Privilege – Some of the privileges like assigning interesting work, shift preferences,
leave, flexi hours, choice of machine etc., may be withdrawn for a given period.
5. Fine – A deduction may be made from the pay for certain offences like damage to the goods,
machines and property of the company or for loss of money he has to account for.
6. Transfer – An employee may be transferred to a far off place or to a different department for
the offence committed. It is usually awarded by companies or institutions operating with a
network of branches. Government institutions practice this type of punishment.
II. Major Punishment:
1. Pay cut – Cutting employee’s pay for offences relating to damage or loss of property. The loss
is recovered from the pay of the employee.
2. Demotion – When the employee proves himself to be unfit for the present job he is holding, he
is downgraded to a lower job carrying lower pay and responsibilities. It has a serious
implication on the employee’s morale and motivation.
3. Suspension pending enquiry – It is awarded for serious offence. His regular wages are
withheld during the period. The punitive suspension may extend for a longer period say several
 months till the enquiry is completed. Employee gets subsistence allowance during the
suspension period.
4. Discharge – It is awarded for the gravest offence involving integrity, moral turpitude, etc.
There is a stigma attached to the dismissal and he may find it difficult to get employment
elsewhere.
Employee Discipline – 4 General Types of Disciplinary Actions Available when Employees Fail
to Meet Expected Levels of Performance
The purpose of discipline is to assist employees in changing their performance, attendance, or
behaviour. This requires that the employees have adequate information about their current
performance, attendance, or behaviour versus the desired performance, attendance, or behaviour.
When disciplining or terminating an employee, a manager can decrease his/her legal risk if he/she
can show that the erring employee had been previously warned and/or counseled without any
improvement in behaviour or performance, making clear to the employee what he/she was doing
wrong and what was being required to do in order to meet the company’s expectations were not
done.
This is a good employment practice, and the legal system will generally give great weight to such
evidence when an employee claims that he/she was improperly discharged.
1. Verbal Counseling:
This is generally the first step of the disciplinary actions taken against an erring employee. An
employee might receive several verbal warnings before progressing to the next step of the
disciplinary procedure. However, for a serious problem, managers might skip this step. Verbal
warnings should always be done calmly, objectively and privately.
It is a good idea to have a second manager or officer present during the verbal counseling as a
witness. Verbal counseling sessions should be documented by a formal memo or informal note in the
employee’s personnel file.
2. Written Warning:
This step is generally preceded by a verbal warning. The manager or supervisor should meet with the
employee and his representative (if applicable) as in a verbal counseling session, but the employee
should be given and allowed to review a formal written warning. As with verbal counseling, a second
manager can be present as a witness.
The written warning should have a place for the employee to sign, acknowledging that he or she has
received the warning, regardless of whether he or she agrees with the contents of the warning. If the
employee refuses to sign, another manager or supervisor should be called as a witness to observe
that the employee has been presented with the warning and refused to sign it, and that witness
should sign the warning.
3. Suspension:
This may range from one day to two weeks or more, depending upon the circumstances, and is
almost always unpaid. In unusual circumstances, some employers will place employees on one day
of paid “decision-making” leave, as a way of encouraging the employee to think about the future of his
employment.
Paid suspensions, however, can be perceived as a “reward” for poor behaviour, and may therefore
have an adverse effect. For this reason, most employers prefer unpaid suspensions.
Some employers will progress immediately from the first suspension to termination for the next
offense, while others will attempt to correct the employee’s performance or behaviour with multiple
suspensions of increasing length (e.g., 1-day, 3-day, 5-day, 10-day, etc.). As a general rule, each
suspension should be longer than the last, with termination as the final result.
4. Termination:
Before terminating an employee, a manager should review the personnel file and all relevant
documents in order to determine if the termination is appropriate — and defensible in a subsequent
lawsuit — given the facts and circumstances. In addition, he should also ensure that similarly situated
employees have been treated similarly in the past. Some behaviour warrants automatic dismissal.
These include those of:
i. Violent behaviour or threats of violence
ii. Drug and alcohol use on duty
iii. Carrying a weapon on company property
iv. Disregarding safety rules and regulations
v. Theft, destruction of company property, or falsifying documents
vi. Insubordination
vii. Abandonment of job (no call, no show for three consecutive days).

REFERENCES:
https://www.tal.sg/tafep/employment-practices/grievance-handling
http://www.yourarticlelibrary.com/huma-resources/grievance-handling-defnition-features-causes-and-
effects/32387
http://www.economicsdiscussion.net/human-resource-management/employee-grievances/employee-
grievance-handling/32007
https://www.managementstudyguide.com/employee-grievance.htm
https://www.encyclopedia.com/finance/finance-and-accounting-magazines/employee-discipline
http://www.economicsdiscussion.net/human-resource-management/employee-discipline/31795
https://www.managementstudyguide.com/employee-relationship-management.html