Hlecture14 - 1 Nonunion Grievance Procedures and Voice...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Professor Bruce Fortado MAN 4301/6305 University of North Florida Open Door Policies = This is the most common nonunion grievance procedure. There are two basic types of open door policies: namely, (1) the employee can go in any manager's door, any time, and (2) a specific chain of appeal must be followed (e.g. the immediate boss, his/her superior, and then the HR manager or the plant manager). In union settings, the final step of appeal is generally arbitration. A neutral third party arbitrator, who is normally paid jointly by both labor and management, acts like a judge in deciding the dispute. A lack of a grievance procedure culminating in arbitration remains as a big difference between union and progressive nonunion employers. THE POTENTIAL BENEFITS OF AN APPEAL PROCEDURE * Management's credibility will rise with some reversals of improper decisions . When employees are given the right to appeal superiors' decisions, in the words of IBM, the organization is displaying "respect for the individual." * A grievance procedure can serve as a communication tool to identify problem areas (policy issues, poor supervisors, etc.). * An appeal option should result in more balanced decisions being made by first line supervisors. No manager likes to be questioned, much less reversed. A grievance procedure therefore provides supervisors with an incentive to listen. * A credible internal complaint procedure should result in a reduction in appeals to outside sources (EEO charges, court suits, and calls to union organizers). THE NECESSARY NUTS AND BOLTS * There ought to be widespread publicity with regard to both how the procedure operates and the outcomes . If people are not aware of the procedure and how it works, or if they do not believe any reversals ever take place, it is a sham. It has been suggested that 2-20% of the employees should file complaints in a year, and one would like to see 15 to 50% reversals (Ewing, 1989). * The organization should promise to protect people from retribution . One hears things like "You will go in the front door and out the back," and "Don't let the door hit you in the butt on the way out." Employees often fear being labeled as a troublemaker, given all the worst assignments, no more promotions, and no more raises. They may even worry they will ultimately lose their jobs. Simply printing that it is safe to come forward is not very reassuring. Do upper level managers ever follow up and check on what is transpiring down the line? If a manager is found to be exercising retribution, will that person be disciplined? Since supervisory discipline does not exist in most settings, retribution remains a problem. 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 10

Hlecture14 - 1 Nonunion Grievance Procedures and Voice...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online