The Labor Grievance Process

1006 Words3 Pages

If you are like the majority of managers operating within labor contracts then you can relate to the frustration that accompanies the labor grievance process. For the most part, grievance policies are set to be mediating faucets that allow for a clarification or even a compromise between employer and employees. Yet, what takes place absent a clear understanding of the true purpose of the grievance process may be a whirlwind that brings about much aggravation and frustration between both parties. What follows are three effective methods in ensuring that your company’s approach in dealing with grievances is not distorted or manipulated. When an employer is approached and informed of a grievance filing the first step should be to professionally accept the grievance. A mistake many managers make is to check the first step of the grievance. Whether or not you feel that a grievance has merit or not should not come into play upon notification. An important note is to remember that anything you say or anyway you respond will most certainly become a part of the grievance. By maintaining your professionalism, you’ll be inline to sufficiently handle the grievance. Look at two sample approaches below: Scenario- Carol works at the local factory. She was docked for arriving to work five minutes late. Carol approaches her manager and states that she is filing a grievance to get her money back because she worked overtime the day before as a favor. In situations such as this that appear to be, “personal” may invite immediate dismissal by a manager. Indeed, if Carol feels that she is not being taken seriously and her union rights are ignored, this will most likely lead to possible increased aggressiveness by Carol and a want to ... ... middle of paper ... ...vance to this step. Stay the course. Do not respond to threats. Finally, after the employee/union have made their case, reiterate the policy (do not give or mention any forms the employee has signed, not at this stage) and importantly, close the meeting. Do not go around and around allowing tempers to flare. Within the allotted time, give a formal short denial. In situations like these, a union may have very limited grounds in adding to the grievance and will have to proceed with what they have. Do Not Give Them More. While as a manager you strongly believed there was no merit to the grievance, you recognized the grievance procedure and professionally handled the matter. You did not allow any additional allegations to be added and essentially made the policy stronger by successfully handling a grievance on a matter that will most likely be tucked away.

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