Human Relations

Human Relations : Human Relations is a process of an effective motivation of individuals in a given situation in order to achieve a balance of objectives which will yield greater human satisfaction and help accomplish company goals. It is an area of management practice in the integrating of people into work situation in a way that motivates them to work together productively, cooperatively and with economic, psychological and social satisfaction.

Characteristics of Human Relations: 1. Human Relations is a crucial part of the process which influences the individuals attitude towards his work and his willing co-operation in achieving the objectives of the organization. 2. Members of the organization contribute to get satisfaction i.e. producers and consumers must receive satisfaction. 3. The satisfaction desired by the employee may be economical, social or psychological.

Scope of Human Relations

Balancing the unique set of talents, ambitions, and experience that people bring to work, as differences can create problems at work place. Organizational aspects like size, geographic location, degree of automation etc define the scope of work and structure of the organization . These in turn can create problems in human relations. Fostering innovation requires constantly changing, and restructuring roles and responsibilities. This can adversely affect the relations between employees and organization. Promotions requires changes in behavior which can lead to strained relations and inexperienced workers who may not perform up to expectation can lead to disputes and problems.
4

Measures to improve human relations : 1. Create a congenial work atmosphere and pleasing surroundings, arrange for better job facilities by having better tools and appliances and quality raw material. 2. Provide opportunities for advancement 3. Delegate Authority and responsibility 4. Proper grievance handling 5. Well planned and efficient communication system 6. Enlightened leadership 7. Positive attitude towards the employees and organization.
5

Employee Grievance A grievance is a sign of an employees discontent with the job and its nature. It is any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the attention of the management It is 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 feels is unfair unjust or inequitable. It is a complaint of one or more workers in respect of wages, allowances, conditions of work and interpretation of service stipulations, covering such areas as overtime, leave, transfer, promotion, seniority etc. 6

Features of Grievance 1. It refers to any form of discontent or dissatisfaction with any aspect of the organization 2. The dissatisfaction must arise out of employment and not from any personal or family problems. 3. Dissatisfaction may be implied or expressed. 4. The discontent may be valid, legitimate and rational or untrue and irrational. 5. A grievance is traceable to perceived non fulfillment of ones expectations from the organization. 6. A grievance arises when an employee fells that injustice has been done to him. 7. Grievances if not redressed in time, tend to lower morale and productivity of employees.
7

Causes of Grievances
The causes of employee grievance include :

1. Demands for individual wage adjustments 2. Complaints about incentive systems, job classifications, foreman, disciplinary measures and procedures. 3. Unsatisfactory interpretation of agreements and contracts or rules. 4. Disciplinary discharge or lay off 5. Inadequacy or safety and health services or devices 6. Victimization 7. Fines etc.

Need for Grievance Procedure 1. Most grievances seriously disturb employees and may affect their morale, productivity and willingness to co-operate.

2. It is not possible that all the complaints of the employees would be settled by their supervisors.
3. It serves as a check on the arbitrary actions of the management because supervisors know that employees are likely to see to it that their protest reaches their higher management.

4. It serves as an outlet for employees gripes, discontent and frustrations. Employees are entitled to legislative, executive and judicial protection and they get this protection from the grievance redressal procedure.
9

Understanding Employee Grievance. We can understand the employee grievances through Observation Opinion Surveys Gripe boxes Exit Interviews Open door policy

10

Basic Elements of Grievance Handling

1. Sound channel or avenue by which any employee may present his grievance

2. A procedure that is simple, definite, prompt and which ensures that there will be a systematic handling of every grievance.
3. The steps in handling a grievance should be clearly defined such as defining the grievance, analyzing the facts, taking appropriate decision etc. 4. There should be a method by which the aggrieved employee can relieve his feelings of dissatisfaction with his job, working conditions or management 5. Proper follow up to ensure that the issue has been closed or resolved. 11

Essentials of Sound Grievance Handling :

1. Conformity with existing legislation The procedure provided by law should be incorporated into the Standing Orders of the company. 2. Acceptability: It must be acceptable to all.

3. Clarity: There should be clarity regarding each and every aspect of grievance procedure.
4. Promptness: Speedy redressal of grievance is important. There should be time limit prescribed and levels of authorities defined for proper redressal.
12

5. Simplicity: the procedures should be simple and with as few steps as possible 6. Training : Training should be given to the supervisors and union representatives for effective handling of grievances. 7. Follow up : Periodic reviews of the working of the grievance procedure is required to introduce changes whenever required.

13

Steps in Grievance handling : 1. The grievance should be settled at the lowest level - the employee should raise his grievance with his immediate superior. 2. Employee should know that if he is not satisfied with the decision he can appeal to the next level and he should know who is the next person in the hierarchy. 3. The grievance should be dealth with speedily.

14

4. If the grievance is against any instructions issued by the superior the employee should understand that, he is expected to first carry out the orders in interest of the organization, and only after that his grievance will be considered.
5. If the employee is not happy with the decision of the management, the union and management may refer the matter to a voluntary arbitration within a week of receipt of the decision.

15

Benefits of Systematizing Grievance handling.

1. It brings the grievance into open so that management can learn about them and try to settle them.

2. It helps management solve a grievance before it becomes a dispute.

3. It provides the employees a formalized means of emotional release for their dissatisfaction 4. It givens employees an official means to challenge management in case it is arbitrary and biased. the

5. It enables the management to know the attitudes and feeling of the employees regarding the rules and practices of the organization and this helps in framing rules which are more acceptable to workers. 16

Grievance Management in Indian Industry : 1. Industrial Employment (standing Orders) Act 1946 This requires that every establishment with 100 or more workers should frame standing orders which have provision for redressal of grievances of workers. 2. Factories Act 1948 This provides for appointment of a welfare officer in every factory ordinarily employing 500 or more workers. 3. Industrial Disputes Act 1947 This ensures that any establishment with 50 or more workmen provides for a Grievance Settlement Authority which will follow prescribed procedure and proceedings.
17

Discipline

18

Discipline is a Force that prompts individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of an organization. It is seen as training that corrects, moulds, strengthens or perfects. It is control gained by enforcing obedience and It is punishment or chastisement. It means a strict and technical observance of rigid rules and regulations and working , cooperating and behaving in a normal and orderly way as any responsible person would expect an employee to do.
19

Aspects of Discipline Positive : Employees believe in and support disciple and adhere to the rules, regulations and desired standards of behavior. Discipline takes the form of positive support and reinforcement for approved actions and its aim is to help the individual in moulding his behavior and developing him in a corrective and supportive manner. Negative : In this employees do not believe in and support discipline and do not follow the rules. Therefore disciplinary programs forces and constraints the employees to obey orders through warnings, penalties and other forms of punishment. This is autocratic approach.
20

Objectives of Discipline 1. To obtain willing acceptance of the rules, regulations and procedures of an organization so that organizational goals may be attained. 2. To develop among the employees a spirit of tolerance and desire to make adjustments 3. To give and seek direction and responsibility 4. To create an atmosphere of respect for the human personality and human relations 5. To increase the working efficiency and morale of the employees so that their productivity is stepped up and cost of production improved.
21

Hot Stove Rule :

Douglas McGregor came up with Hot Stove Rule . He drew an analogy between touching a hot stove and undergoing discipline Burn is immediate When the stove was hot, the consequence was known The effect was consistent and impersonal. Everyone got burnt. Thus disciplinary procedure should start immediately after the omission, it should give clear warning regarding the extent of punishment for the offence, same punishment should be consistently given for the same type of offence irrespective of status.
22

Causes of Indiscipline
1. Non Placement of the right person in the right job. 2. Undesirable behavior of seniors which sets pattern for others. 3. Improper or faulty evaluation of persons, situations which generates indiscipline 4. Lack of upward communication. 5. Weak , incompetent and distrustful leadership 6. Defective supervision 7. Improper and unclear rules and regulation. 8. Bad working conditions 9. Discrimination on bases of caste, color, creed etc.

23

Essentials of Good Disciplinary system: 1. Knowledge of Rules: both employees and employers should have sound knowledge of the rules. The rules should be in writing and clearly stated and explained to all. 2. Prompt Action: All violation and misconducts should be promptly enquired into and penalty imposed immediately.

3. Fair action: All acts of indiscipline consistently and uniformly.

should be punished

4. Well defined Procedure : the procedure to be used for disciplinary actions should be clearly laid down and there should be precise provisions for appeal and review of all disciplinary actions .
24

5. Constructive Approach : The disciplinary system should be preventive rather than punitive (punishing)Focus should be on prevention violations rather than on giving penalties 6. Review and Revision: All the rules and regulations should be appraised at regular intervals to ensure that they are appropriate to the changing times.

25

Code of Discipline: The Indian Labour Conference held in New Delhi in 1957 has laid down certain principles for governing discipline in industries. 1. There should be no lock out or strike without due notice 2. No unilateral action should be taken in connection with any industrial matter 3. There should be no recourse to go slow tactics 4. No deliberate damage should be caused to plant or property 5. The existing machinery for settlement of disputes should be used 6. There should be no acts of violence, coercion, intimidation 7. Awards or agreements which could destroy cordial industrial relations should be avoided.
26

Kinds of Punishments : Minor Penalties: If the misconduct is not of serious nature, the punishment can be mild or less severe for e.g.

1. 2. 3. 4. 5.

Oral Reprimand Written reprimand Loss of privileges Fines Punitive Suspension

Major Punishments:

1. 2. 3. 4.

Withholding Increments Demotions Discharge Dismissal

27

Procedure of Taking Disciplinary Action. 1. Preliminary Investigation 2. Issue of Charge Sheet Each charge must be clear and precise, separate charge for each allegation, proposed punishment should be avoided. 3. Suspension pending enquiry (if needed) first 90 days half wages, rest of the period three fourths of wages. 4. Notice of Enquiry- if the worker does not admit to misconduct enquiry is held. 5. Conduct the Enquiry 6. Recoding the findings by Enquiry Officer 7. Awarding Punishment- the punishment should be communicated quickly through letter giving details of Charge sheet, enquire, findings, decision and date from which punishment is to be effective.
28

Role of HR Manager in Maintaining Discipline: 1. Advising and assisting top management in determining and developing disciplinary procedure 2. Communicating the disciplinary procedure to everyone 3. Conformance of disciplinary policy to legal provisions 4. Ensuring disciplinary action is fair, just and timely 5. Training the supervisors and executives in dealing with disciplinary cases and problems 6. Involving the trade unions and employees in implementing the procedures 7. Developing of self discipline and self control in employees and gaining trust of the employees regarding the fair implementation of policy and procedures.
29