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labor grievance process
A CASE STUDY RELATE AN INCIDENT WHERE A GRIEVANCE PROCEDURE WAS UNFAIRLY HANDLED
A CASE STUDY RELATE AN INCIDENT WHERE A GRIEVANCE PROCEDURE WAS UNFAIRLY HANDLED
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1. What is the typical sequence of events involved in the grievance process? Make sure you discuss each one thoroughly.
Within any organizations it is not uncommon to have disagreements amongst the employer and employees. It is typical to have disputes, dissatisfaction, misunderstandings, breach of contract or different interpretations to arise when it comes to specific agreements or requirements amongst the employee and the employees’ organization. When an issue shall arise amongst, the employee is offered the opportunity to a file a grievance. The objective of a grievance is to resolve a complaint or dissatisfaction through a formal process and resolve the issue at the lowest level possible.
The book defines a grievance as a complaint or an expression of dissatisfaction brought by an employee or an employee organization as the initial step toward resolution through a formal procedure (Swanson, 2012, pg. 494). Once an employee has deemed an issue grievable, they then must then follow the proper grievance procedure.
The grievance procedure is a formal process that has been the subject of bilateral negotiations and is detailed in contract (Swanson, 2012, pg. 495). The process is composed of seeking redress of the grievances through progressively higher levels of authority and most often culminates in binding arbitration (Swanson, 2012, pg. 495). When grievances are filed they shall follow a sequence that ensures that every effort shall be made by the parties to secure prompt dispositions of the grievances filed. The text outlines the following steps of sequence when proceeding with the grievance procedure:
Step 1. The member shall first present his/her grievance to his/her immediate supervisor within five days of the occurrence...
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... By the 1990s, a performance budget had regained favor in the federal government (Swanson, 2012, pg. 530). As a result of federal government and state level use of the performance budget, it has continued to evolve and is a mainstay of the budgetary practice. Although the terminology has shifted, the pure form of a performance-based budget is a results-oriented tool designed to relate the amount of various types of work done to the amount of money spent to produce work (Swanson, 2012, pg. 530). Although PBB has shifted away from using cost measures, cost accounting requires a high level of expertise and is expensive. Any PBB cost measures are typically minimal or may not even be present. Today police PBB has performance measures or indicators, which may be modest or more fully developed depending on the jurisdiction (Swanson, 2012, pg. 531).
1. Were Mr. Goebel and other African-American applicants victims of racial discrimination because of the hiring policies of the defendant? Explain your position and cite all relevant case law. If you cannot take a definitive position, explain what specific information you require to be able to take a
A meeting has to be scheduled between the person who has raised the complaint of discrimination and the person against whom he has raised discrimination complaint. Opportunities must be given to both of the people to put forward their views. All these things must be happening in the presence of the management representative. The points discussed by both the people must be considered and appropriate action must be taken in this regard. The punishment levels also must be decided in the meeting itself, if it is decided by the management representative to punish any employee on the basis of racial
I work for a school district IT department that includes 43 employees. We have three administrators, two of whom directly supervise the 43 employees. I have worked in three different positions for the school district, two of which were in our department. Working in these different positions has given me the opportunity to see our department from a few different perspectives. It is my belief that our department has a problem with employee satisfaction and morale.
Employees are motivated to join labor unions for various reasons. Most important of all is to seek redress for any real or perceived injustices in the workplace (Kearney, & Mareschal, 2014). The management should take cognizance of this fact and act accordingly to roll out a labor relations strategy that will enable them relate well with their employees whether unionized or not. When dealing with union matters at the company, the management should take bold steps in preventing the increase of union-related activities by enticing the employees by enhancing grievance handling and how the employees relate with the company (Carrell, & Heavrin, 2004). This can be achieved by:
The purpose of this paper is to analyze a specific, hypothetical employment situation encountered and to include the information regarding employment conflicts, questions, grievances, lawsuits, etc., in terms of how the situation was handled or resolved. Employment conflicts are a constant issue everyday in any organization; it is how you handle them both legally and professionally that counts.
An employee found to have participated in any type of unlawful harassment or who knowingly and falsely accuses another of harassment will be subject to appropriate disciplinary/corrective action up to and including
In order for our organization to address arising issues with our employees, these issues must be addressed ...
Journal of Dispute Resolution, 401-427.
A union typically tells its potential members that the employee’s rights to voice their opinions on a managerial action are protected by negotiated grievance procedure and disciplinary policies.
According to Department of Education & Training (2015), resolving a complaint process must include the following information: the name of the complainant, the date and time of the alleged conduct, the location where the alleged conduct occurred, witnesses or other parties involved, and any other relevant
In the assigned hypothetical scenario, John was dismissed and believes he was discriminated against. By understanding the different types of discrimination and the legal recourse of individuals discriminated against organizations can better prepare them selves to avoid similar situations with their employees.
questionable irregularities. The employee always has a channel open to convey their concerns to the right people within the company before the problem becomes unnecessarily large or leads to a complaint to a court. Whistleblowing consists in the creation of a system of complaints about non-compliance, by employees of a company, both internal rules, and the regulations governing their activity. Blowing the whistle carries personal and professional implications and
An advantage of performance budgeting would be transparency; this type of budgeting allows stakeholders the ability to ascertain the amount of service delivered for the funded cost. Basically it measures to what extent does government agencies getting what they paid for. This type of budgeting also provides an avenue by which management and line staff can contribute feedback for the enhancement of a program’s success.
... with the aggrieved worker and representative meeting with the supervisor involved, followed by an appeal system with strict time limits and ultimately ending in binding arbitration. When management and the union cannot resolve a grievance submitted by a union, the union must decide whether to proceed to the final step of the grievance procedure: arbitration. Arbitration is an adversary proceeding like a trial in court. An arbitrator’s function is usually to interpret the collective bargaining agreement between the parties, not to apply his or her standards of what is right in a given situation. The courts have sought to compel labour and management to a peaceful resolution of grievances through arbitration. The Supreme Court has given support to the arbitration process in a series of decisions, and judicial deferral to arbitration has become a basic tenet of national labour policy.
Colvin, A. S. (2013). Participation versus procedures in non-union dispute resolution. Industrial Relations, 52(S1), 259-283.