GRIEVANCE HANDLING AND

REDRESSAL

Efforts By:
1.​Vani Diwan- 241017
2.​ Saksham Handa-241023
3.​Harsita Bhandari - 241030
4.​ Karmit Chugh- 241043
5.​Deepjot Kaur- 241024
6.​Pradyum Arora- 241013
7.​Varenya Rustagi- 241011
8.​Divyanshi bhatia- 241025
9.​Teena Chauhan 241004

Divyanshi bhatia & Saksham

Concepts of grievance handling

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 what a grievance is, it is
necessary to distinguish between dissatisfaction, complaint, and grievance.

1. Dissatisfaction is anything that disturbs an employee, whether or not the

unrest is expressed in words.

2. Complaint is a spoken or written dissatisfaction brought to the attention of the

supervisor or the shop steward.
3. Grievance is a complaint that has been formally presented to a management
representative or to a union official.

According to Michael Jucious, ‘grievance is any discontent or dissatisfaction

whether expressed or not, 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’.

In short, grievance is a state of dissatisfaction, expressed or unexpressed,

written or unwritten, justified or unjustified, having connection with employment
situation.

Features of Grievance:

1. A grievance refers to any form of discontent or dissatisfaction with any aspect

of the organization.

2. The dissatisfaction must arise out of employment and not due to personal or
family problems.

3. The discontent can arise out of real or imaginary reasons. When employees
feel that injustice has been done to them, they have a grievance. The reason for
such a feeling may be valid or invalid, legitimate or irrational, justifiable or
ridiculous.

4. The discontent may be voiced or unvoiced, but it must find expression in some
form. However, discontent per se is not a grievance. Initially, the employee may
complain orally or in writing. If this is not looked into promptly, the employee feels
a sense of lack of justice. Now, the discontent grows and takes the shape of a
grievance.

Causes of Grievances:
Grievances may occur due to a number of reasons:

1. Economic:

Employees may demand for individual wage adjustments. They may feel that
they are paid less when compared to others. For example, late bonus, payments,
adjustments 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. 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, favouritism, nepotism, caste affiliations and regional feelings.

Effects of Grievance:

Grievances, if not identified and redressed, may adversely affect workers,

managers, and the organiza­tion.

The effects are the following:

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

Need for a Formal Procedure to Handle Grievances:

A grievance handling system serves as an outlet for employee frustrations,

discontents, and gripes like a pressure release value on a steam boiler.
Employees do not have to keep their frustrations bottled up until eventually
discontent causes explosion.The existence of an effective grievance procedure
reduces the need of arbitrary action by supervisors because supervisors know
that the employees are able to protect such behavior and make protests to be
heard by higher management. The very fact that employees have a right to be
heard and are actually heard helps to improve morale. In view of all these, every
organization should have a clear-cut proce­dure for grievance handling.

Definition:​
Grievance handling refers to the formal process by which an organization
addresses complaints raised by employees concerning workplace issues. These
issues may include unfair treatment, policy violations, poor working conditions,
wage disputes, or interpersonal conflicts. Effective grievance handling ensures
that employee concerns are heard, investigated, and resolved in a fair, timely,
and impartial manner.

Concept:​
The concept of grievance handling is rooted in the principle of maintaining a
positive and just work environment. It involves a systematic approach adopted by
the Human Resource (HR) department to resolve employee dissatisfaction while
maintaining organizational discipline and harmony. By providing a structured
channel for addressing concerns, grievance handling contributes to open
communication, employee engagement, and trust in management.

Key Pointers:

●​ Types of Grievances:​
Grievances can be individual (personal to an employee), group-based
(shared by multiple employees), or policy-related (arising due to
dissatisfaction with rules or procedures).​

●​ Common Causes:​
Typical triggers include unfair treatment by supervisors, workplace
harassment, poor safety or hygiene conditions, dissatisfaction with wages
or promotions, and unclear policies.​

●​ Objectives:​
The primary goals are to resolve issues fairly and promptly, prevent
escalation into larger conflicts, uphold employee rights, and reinforce trust
within the organization.​

●​ Grievance Handling Procedure:​

The standard process involves:​
 1.​ Submission of the grievance through a defined channel (verbal,
written, or digital).​

2.​ Acknowledgment and investigation by HR or a grievance

committee.​

3.​ Analysis and decision-making based on evidence, policy, and

legal guidelines.​

4.​ Implementation of resolution and communication to the employee.​

5.​ Follow-up to ensure satisfaction and avoid recurrence.​

●​ Role of HR:​
HR plays a critical role by developing transparent grievance redressal
policies, training managers, facilitating resolution, and maintaining
documentation. HR ensures that the process is impartial, confidential, and
compliant with labor laws.​

●​ Importance:​
A strong grievance handling system boosts employee morale, reduces
absenteeism and turnover, prevents legal disputes, and enhances
organizational efficiency and reputation.

VANI and Harsita

Sources or Causes of Grievances in HRM

Grievances are formal expressions of dissatisfaction voiced by employees

concerning their work conditions, management policies, or interpersonal relations
within the workplace. These grievances can arise due to perceived injustice or
inequality in how the employees are treated, and often indicate gaps in the
organization’s HR practices. Understanding these causes is crucial for building a
healthy and productive work culture. Below is a comprehensive analysis of the
key sources and causes of employee grievances:

1. Wage and Salary Issues

One of the most prevalent and sensitive areas of grievance is related to
compensation. Employees often compare their pay with others within the same
organization or in similar roles outside. Common issues include:
•Unfair Wage Structures: Employees may feel their pay does not match the effort,
skill level, or responsibility their role demands.
•Disparity in Pay: Grievances may arise when employees performing similar work
are paid differently without a transparent reason.
•Irregular Payment: Delay in salary disbursal, overtime compensation, or
incentive payments affects financial stability and morale.
•Lack of Increment or Bonus: When performance-linked bonuses or annual
increments are denied or delayed, it can be demotivating.

For employees, salary isn’t just a monetary value—it’s a measure of recognition

and fairness. Any inconsistency here often creates deep dissatisfaction.

2. Working Conditions

Poor working conditions are a frequent cause of employee complaints,

particularly in industrial and frontline jobs. These include:
•Physical Environment: Issues like inadequate lighting, poor ventilation, unclean
premises, or unsafe equipment create discomfort and risk.
•Ergonomic Discomfort: Improper seating, poorly designed workstations, or
continuous physical strain can lead to health issues.
•Health and Safety Hazards: Exposure to chemicals, lack of safety gear, or
unsafe machinery can pose serious risks.
•Lack of Amenities: Basic necessities such as drinking water, clean washrooms,
and rest areas may be missing or poorly maintained.

When employees feel physically unsafe or neglected, it diminishes their trust in

management and lowers productivity.

3. Poor Human Relations and Management Style

The behavior and management style of supervisors or team leaders have a direct
impact on employee satisfaction. Grievances may be triggered by:
•Harsh Supervision: Bosses who micromanage, use negative reinforcement, or
adopt an authoritarian approach can create a hostile environment.
•Lack of Appreciation: Employees who feel their efforts are unnoticed or
unvalued may become disheartened.
•Favoritism and Bias: When managers show partiality in assigning tasks,
approving leaves, or offering promotions, others feel neglected or discriminated
against.
•Communication Gap: Poor or unclear communication about expectations,
changes, or feedback can create confusion and mistrust.

Employees seek not just direction but respect and recognition from their leaders.
When this relationship breaks down, grievances multiply.

4. Violation of Organizational Policies or Agreements

Employees enter an organization with certain expectations and formal

agreements, including job roles, working hours, and compensation. When these
expectations are not met, grievances arise. Common issues include:
•Breach of Employment Contract: Any deviation from what was promised during
hiring—such as working hours, location, or compensation—leads to
dissatisfaction.
•Ignoring HR Policies: If policies around promotions, transfers, appraisals, or
code of conduct are inconsistently applied, employees feel targeted or unfairly
treated.
•Failure to Implement Union Agreements: In unionized environments, ignoring
collective bargaining outcomes can cause unrest.
•Unannounced Policy Changes: Sudden changes in shift timings, rules, or
appraisal criteria without employee consultation can be perceived as unjust.

Employees value predictability and fairness. Violating agreed norms damages

credibility and creates unrest.

5. Lack of Career Growth and Recognition

Employees are not just working for survival—they are looking for growth,
development, and acknowledgment. Grievances often emerge when:
•Stagnant Careers: When employees are stuck in the same role for years without
promotion or learning opportunities, they feel unmotivated.
•Lack of Training and Development: Absence of skill-enhancing programs makes
employees feel undervalued and less competitive.
•Unclear Promotion Criteria: If promotions are not based on merit or clearly
defined performance metrics, dissatisfaction grows.
•No Recognition Mechanism: Even small achievements going unnoticed can
erode motivation and lead to complaints.

Employees who see no future in the organization begin to mentally detach and
are more prone to expressing grievances.

6. Transfer, Promotion, and Leave-Related Issues

These operational decisions, though routine, can become sensitive if not handled
with empathy and clarity:
•Unjust Transfers: Employees transferred without consultation, or sent to
inconvenient locations, may feel punished or ignored.
•Bias in Promotion: Perceived favoritism or discrimination in promotion decisions
leads to resentment.
•Leave Denials: Refusing leaves during genuine emergencies or festivals without
explanation can create emotional stress.
•Inconsistent HR Practices: If rules vary between departments or individuals,
employees feel there is no equal treatment.

Such decisions directly affect the personal and professional lives of employees,
making them major triggers for grievances.

7. Discrimination and Harassment

Discriminatory practices, whether overt or subtle, are among the most damaging
causes of grievance. These may include:
•Caste, Gender, or Religious Discrimination: Unequal opportunities or negative
comments based on identity are illegal and demoralizing.
•Sexual Harassment: Inappropriate behavior, comments, or advances create a
toxic work culture and can lead to formal complaints or resignations.
•Bullying or Exclusion: Some employees face social isolation or unfair criticism,
especially if they speak up or perform well.
•Unequal Pay or Promotions: When identity becomes a factor in decisions, it
causes deep hurt and organizational distrust.

These grievances often escalate quickly if not addressed through a robust and
sensitive redressal system.

8. Workload and Job Design

The nature of the job itself can sometimes cause dissatisfaction. Employees may
feel overburdened, underutilized, or unclear about their roles:
•Excessive Workload: Constant pressure to meet unrealistic targets or work
overtime can lead to burnout.
•Unclear Roles: When responsibilities are ambiguous or overlapping, confusion
and blame games arise.
•Monotonous Work: Repetitive, unchallenging tasks reduce engagement and
enthusiasm.
•Lack of Work-Life Balance: Employees forced to compromise on personal time
for work commitments may begin to feel resentful.

Job design plays a crucial role in employee satisfaction. If not done mindfully, it
can become a recurring source of grievance.

9. Technological Changes

While technology is meant to improve efficiency, if not handled well, it can

become a source of anxiety and grievance:
•Fear of Job Loss: Automation and AI can threaten the security of jobs, especially
for low-skill workers.
•Lack of Training: Employees may struggle with new systems if they aren’t
properly trained or supported.
•Constant Monitoring: Surveillance through tracking software can feel invasive
and reduce trust.
•Increased Expectations: Technology often leads to expectations of faster output,
adding to pressure.
The human aspect of digital transformation must not be ignored, or it risks
alienating the workforce.

10. Inadequate Grievance Redressal Mechanism

Ironically, one of the biggest sources of grievance is the lack of a reliable way to
address them:
•No Defined Process: Many employees don’t know how or where to raise
concerns.
•Fear of Retaliation: Without anonymity or protection, employees fear
consequences for speaking up.
•Delayed Responses: If management takes too long to resolve issues, trust in the
system weakens.
•Biased Handling: If redressal bodies favor one side or do not treat issues
objectively, it leads to disillusionment.

An ineffective grievance system not only allows issues to persist but also signals
that employee concerns don’t matter.

PRADYUM , VARENYA AND TEENA

Step-Ladder Grievance Handling Procedure

The Step-Ladder Procedure of grievance handling is a systematic and

hierarchical method for resolving employee grievances in organizations. It follows
a step-by-step escalation process to ensure fair and timely resolution.
1. Filing of Written Grievance

●​ The aggrieved employee formally submits a written complaint detailing

their grievance.​

●​ The grievance must include facts, incidents, dates, and the desired
resolution.​

●​ This initiates the formal grievance redressal process.

●​ This initial step encourages quick resolution at the earliest stage through
direct dialogue and communication.
●​ An answer must be given within 48 hours of presenting the complaint.​

2. Supervisor or Foreman
 ●​ The grievance is first presented to the immediate supervisor or foreman.​

●​ Often, grievances are resolved at this level through direct discussion.​

●​ This step encourages quick and informal resolution without escalation.

●​ The supervisor is expected to listen actively and respond promptly,
fostering trust and open communication.​

●​ Addressing grievances early helps prevent misunderstandings and

maintain a positive work environment.​

●​ If the supervisor lacks the authority or resources to resolve the issue, it is

documented and escalated to the next level.

3. Head of Department (HOD)

●​ If unresolved by the supervisor, the grievance is escalated to the

department head.​

●​ The HOD has more authority and resources to resolve the issue.​

●​ The employee can present their case formally at this level.

●​ The HOD may consult relevant policies, procedures, and personnel
records before making a decision.​

●​ At this stage, the grievance process becomes more structured and

documented.​

●​ The HOD may involve HR or other senior staff if the issue is complex or
sensitive.​

●​ The HOD can propose corrective actions, mediate discussions, or

recommend further escalation if needed.​

●​ A timeline for resolution is usually defined to ensure timely feedback.

​
4. Joint Grievance Committee

●​ If the grievance remains unsettled, it is referred to a Joint Grievance

Committee, usually comprising:
●​ Equal representation from management and employees/unions.​

●​ This body investigates, hears both sides, and tries to reach a mutual
decision.​

●​ It acts as a neutral body for balanced decision-making.

●​ The committee ensures that all proceedings are properly documented and
kept confidential.​

●​ It may recommend policy changes or preventive measures if the grievance

highlights systemic issues.​

●​ The committee’s recommendations, while often advisory, carry significant

weight in guiding final decisions.

5. Top Management

●​ If the grievance still persists, it is forwarded to top management (e.g.,

Director, General Manager).​

●​ They review the case, including all earlier findings and reports.​

●​ Their decision is often final within the internal process.

●​ They may reassess the grievance from a broader organizational
perspective, considering its impact on company culture, policy, and
employee relations.​

●​ Top management may initiate an independent audit or investigation if the

case involves serious allegations or high-risk implications.​

●​ Their involvement reinforces accountability at the highest level and

demonstrates the organization’s commitment to fair resolution.​
 ​

6. Voluntary Arbitration

●​ If the employee is still not satisfied, they may choose voluntary arbitration.​

●​ A neutral third party (arbitrator) is appointed with mutual consent.​

●​ The arbitrator’s decision is binding and legally enforceable.​

●​ This is usually the last step before legal intervention or labor court
involvement.
●​ Arbitration is generally faster and more cost-effective than going to court.​

●​ It ensures a confidential resolution process, protecting the privacy of both

parties.​

●​ Both sides are given an opportunity to present evidence and arguments,

similar to a formal hearing.

Case Studies and Corporate Examples (DEEPJOT)

Tata Steel – Employee Relations and Redressal Framework

Context: Tata Steel has a legacy of strong industrial relations and progressive HR
policies. It is considered a benchmark in grievance handling, especially in
unionized environments.

Mechanism:

●​ Multi-tiered grievance redressal system, involving shop-floor committees,

departmental heads, and corporate HR.

●​ Regular town hall meetings and employee satisfaction surveys to surface

hidden concerns.
 ●​ Transparent disciplinary processes, often in collaboration with employee
unions.

●​ Inclusion of third-party arbitrators in complex disputes.

Outcome:

●​ Decreased number of industrial disputes.

●​ Enhanced employee trust in management processes.

●​ One of the lowest attrition rates in the Indian manufacturing sector.

A participative grievance redressal model with active union involvement ensures

industrial harmony and operational efficiency.

Grievance Redressal at Wipro Technologies

Convext: Wipro, a major IT services company, faced increasing employee

grievances related to performance evaluations, team conflicts, and managerial
bias. The existing redressal system was seen as slow and ineffective.

Mechanism:

●​ Introduced a three-tiered grievance system (HR Manager → Grievance

Cell → Ombudsperson).

●​ Launched “Voice of Wipro”, an online anonymous grievance portal.

●​ Trained HR and managers on empathetic and unbiased handling.

●​ Implemented real-time tracking and regular feedback collection.

Outcome:
 ●​ Resolution time dropped from 28 to 12 days.

●​ Employee satisfaction with grievance handling improved by 40%.

●​ Attrition in affected teams reduced by 18%.

A structured, tech-enabled, and empathetic approach to grievance redressal

boosts trust, retention, and HR effectiveness.

Infosys – Internal Grievance Redressal System

Context: Infosys is a global IT services leader with a strong focus on ethics,

integrity, and corporate governance. As part of its effort to maintain a transparent
workplace, Infosys prioritizes timely grievance redressal.

Grievance Mechanism:

●​ Introduced iWhistle, a web-based anonymous reporting platform for

employees.

●​ Facilitates reporting of unethical conduct, harassment, policy violations,

and fraud.

●​ Reports are handled by the Ethics Office and reviewed by an Independent

Ethics Committee.

●​ Ensures confidentiality and impartiality throughout the process.

Outcome:

●​ Improved reporting culture within the organization.

●​ Proactive mitigation of risks related to ethics violations.

●​ Boosted employee morale and confidence in leadership.

A digital, anonymous redressal platform combined with ethical oversight builds a
culture of transparency and accountability.

KARMIT
ESSENTIALS OF AN EFFECTIVE GRIEVANCE REDRESSAL PROCEDURE

An Effective Grievance Redressal Procedure in Human Resource Management

is a structured, fair, and transparent system through which employees can voice
concerns or complaints related to their work environment, relationships, or
conditions—and receive timely and just resolutions.
It is a formal mechanism adopted by an organization to handle employee
complaints, conflicts, or dissatisfaction with workplace issues, ensuring fairness,
objectivity, and efficiency in addressing and resolving them. It ensures that
employee concerns are addressed fairly, promptly, and systematically.

In order to ensure Effective Grievance Redressal Procedure, the following points

should be taken into consideration:

1. Clearly Defined Policy

An effective grievance redressal procedure begins with a well-documented and

structured grievance policy. This policy should:

●​ Define what constitutes a grievance (e.g., complaints related to working

conditions, interpersonal conflicts, discrimination, harassment, salary
issues, etc.).​

●​ Outline the steps for lodging a grievance.​

●​ Clarify roles and responsibilities of the employee, manager, HR

department, and grievance committee.

A clear policy eliminates confusion and ensures uniform handling of grievances.

2. Easy Accessibility

Employees should find it easy to initiate a grievance without procedural or

psychological barriers. The process should be:
 ●​ Simple and user-friendly.​

●​ Accessible through various formats—online forms, suggestion boxes,

open-door policy, etc.​

●​ Available in multiple languages if needed, especially in diverse workforces.

If the process is cumbersome, employees may hesitate or avoid filing

grievances, allowing issues to fester.

3. Confidentiality

Maintaining strict confidentiality is critical to:

●​ Protect the dignity and privacy of the complainant and the accused.​

●​ Encourage employees to speak up without fear of gossip or social

backlash.​

●​ Avoid creating a hostile or toxic work environment.

Trust in the system hinges on employees’ confidence that their issues will be
handled discreetly.

4. Promptness and Timeliness

Time is of the essence in resolving grievances. The policy should include:

●​ Defined time frames for acknowledgment, investigation, and resolution.​

●​ Urgent matters (e.g., harassment or safety issues) should be prioritized.​

Prompt action prevents issues from escalating, improves morale, and

demonstrates organizational seriousness.

5. Impartial Investigation

The investigation process must be:

●​ Objective, unbiased, and free from influence.​

 ●​ Conducted by trained personnel or an independent committee.​

●​ Based on facts, documentation, and interviews with all relevant parties.​

Fair investigations build credibility in the system and reduce the risk of legal
complications.

6. Multiple Levels of Escalation

If the grievance isn’t resolved at the first level, employees should have the option
to escalate it to higher authorities. A typical structure includes:

1.​ Immediate Supervisor​

2.​ HR Representative​

3.​ Grievance Redressal Committee​

4.​ Senior Management or Ombudsman (if necessary)​

Escalation ensures unresolved or mishandled cases are not dropped.

7. Employee Participation

Employees should have the opportunity to:

●​ Present their case fully.​

●​ Provide evidence, witnesses, or documents.​

●​ Respond to claims made against them.​

This ensures fairness and that decisions are not made unilaterally.

8. Clear Communication

The outcomes of the grievance process must be:

●​ Communicated clearly to the complainant and relevant parties.​

●​ Accompanied by reasons for the decision, next steps, or available appeals.

 Transparency in communication helps maintain trust, even if the decision is not
in the complainant’s favor.

9. Documentation

Every stage of the grievance process should be meticulously documented,

including:

●​ The original complaint.​

●​ Interviews and statements.​

●​ Decisions and follow-ups.​

This is essential for recordkeeping, audit trails, and legal compliance.

10. Training and Awareness

Both HR staff and managers need training on:

●​ Conflict resolution​

●​ Emotional intelligence​

●​ Legal compliance (e.g., labor laws, anti-harassment regulations)​

Employees should also be aware of the grievance process through:

●​ Orientation sessions​

●​ Handbooks​

●​ Internal portals​

A well-informed workforce is more likely to use the grievance mechanism

appropriately and constructively.

11. Non-Retaliation Policy

The policy must clearly state that:

●​ Retaliation against any employee who files a grievance will not be

tolerated.​

●​ Disciplinary action will be taken against those who retaliate.​

This ensures psychological safety and encourages honest reporting.

12. Follow-up and Feedback

Once a grievance is resolved:

●​ A follow-up should be conducted to ensure the solution was effective.​

●​ Feedback should be gathered from the complainant on the process.​

Continuous improvement of the grievance system depends on feedback
and post-resolution review.

—THANK YOU—

EFFORTS BY:
Concept of grievance handling - SAKSHAM and DIVYANSHI

Sources or causes of grievances - VANI and HARSHITA

Grievance redressal procedure - TEENA, VARENYA and PRADYUM

Case studies - DEEPJOT

Essential or prerequisite of an effective grievance redressal procedure -

KARMIT

Compiled by Saksham and Vani