Research on unionized grievance procedures: Management issues and recommendations

Peterson, Richard B.; Lewin, David

doi:10.1002/1099-050x(200024)39:4<395::aid-hrm9>3.0.co;2-4

Cited by 22 publications

(30 citation statements)

References 42 publications

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“…A dispute resolution procedure, which is perceived by employees to be fair, is likely to be used and regarded as effective (Peterson & Lewin 2000) and results in greater employee perception of fair treatment and enhances job satisfaction (McCabe 1987). In turn, procedural fairness in the workplace has been linked to the efficient functioning of organisational structures and to positive employee attitudes towards their supervisors and managers (Schmitt & Dorfel 1999).…”

Section: Workplace Grievance Proceduresmentioning

confidence: 95%

Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager

Gramberg

Teicher

2006

Asia Pacific Journal of Human Resources

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IntroductionThe interaction between conflict management and ethics in organisations occurs in a web of power relations, organisational structures and the often conflicting objectives of organisational competitiveness and workplace justice. Human resource management (HRM) policies and practices have been pivotal in managing this interface. Key to the role of the HR manager is the management of conflict and delivery of justice in workplace decision making. We argue that ethical decision making to resolve conflict is challenged by the inherent nature of HRM. First, we note that in an environment driven by the need for efficiency, the HR manager is expected to perform a range of roles, particularly that of 'strategic partner' which can be at odds with its 'employee champion' role. Second, as someone who represents the firm, the HR manager cannot be considered a neutral mediator of conflicts between other workplace members. These tensions in the HR manager's role raise ethical questions that arise in the course of negotiation and dispute resolution. We commence with a discussion of workplace justice and the concepts of neutrality and impartiality. We argue while pursuing neutrality might have a shorter term goal of supporting managerial or organisational objectives, longer term goals, particularly those which enhance workplace justice, are likely to be afforded through the exercise of impartiality informed by an ethical code.

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Section: Workplace Grievance Proceduresmentioning

confidence: 95%

Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager

Gramberg

Teicher

2006

Asia Pacific Journal of Human Resources

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“…Fischer (1972); Usery (1972); Davey (1973); Zalusky (1976); Gordon and Miller (1984); Ponak et al (1996); Thornicroft (1995) Speed in Settlement Lewin and Peterson (1988); ; Gordon and Bowlby (1989); White (1989); Dastmalchian and Ng (1990); Ponak and Olson (1992); Ng and Opatha (1994); Ponak et al (1996); Lewin (1999); Nurse and Devonish (2007) (2007); Selznick (1996); Klebe and Favia (1992); Walker and Hamilton (2011) Provision for Appeal Gordon and Miller (1984); D'Cruz (1999). (2011); Westin and Feliu (1988); Lewin and Peterson (1988); Opatha and Ismail (2001); Gordon and Miller (1984); D'Cruz (1999); Gamage and Hewagama (2007) Bemmels and Foley (1996); Labig and Hellburn (1986); Lewin and Peterson (1988); Meyer (1994); Knight and Latreille (2000); Oxenbridge and Brown (2004); Antcliff and Saundry (2009) Unions Bemmels and Foley (1996); Bacharach and Bamberger (2004); Allen and Keaveny (1985); Bemmels et al (1991); Peterson and Lewin (2000); Walker and Robinson (1977); Chaykowski and Slotsve (1992); Tan (1994); Tjosvold and Morishima (1999); Ivancevich (2001); …”

Section: Stakeholdersmentioning

confidence: 99%

Measuring Workers’ Satisfaction with Grievance-Handling Procedure: Study of a Power Distribution Major in India

Geetika¹,

Ghosh²,

Rai³

et al. 2014

Asian Journal of Management Cases

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Lauded as one of the most significant practices of industrial relations, a grievance-handling procedure is a medium for a worker to file his grievances. Indian organizations usually adhere to the Model Grievance Procedure that ensures speedy and full investigation of a grievance, leading to settlement. This study compares the grievance-handling procedure of a case study firm with the Model and measures its effectiveness by analyzing the satisfaction of the individual worker as a subjective measure. Comparison with qualitative analysis on the basis of dimensions such as time, stakeholders, decision given and structure show that the firm has made special efforts to reduce the levels in the procedure, thereby increasing the speed of grievance settlement, though a lack of provision of arbitration was also observed. Satisfaction has been assessed with constructs such as speed, decision, structure and stakeholders, by applying factor analysis and multiple regression analysis. Attitude of supervisors, time taken in giving decision and follow-up mechanism emerge as the most important predictors. This study is expected to add value to the existing literature on grievance handling by making a departure from previous studies on satisfaction measures of grievance procedures, in which the predominant issue has been perceived fairness. The findings may be useful for the improvement of workers’ satisfaction with grievance-handling procedures in any organization.

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“…The perceived justice of grievance procedures is linked to a belief in overall workplace justice, and satisfaction with the union and management (Fryxell 1992;Fryxell and Gordon 1989). Usage of grievance procedures has also been associated with their perceived fairness (Bingham 2004;Colvin 2003;Petersen and Lewin 2000), with Blancero and Dyer (1996) highlighting the need for systems perceived as 'credible', 'accessible' and 'safe'. Several studies (see Lewin 1999) have found significant positive relationships between the presence of a grievance procedure, and organisational performance.…”

Section: The Literaturementioning

confidence: 99%

Employment rights disputes: what is the role of HR professionals?

Walker¹

2012

Human Resource Management International Digest

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This study explores the role of human resource specialists in the handling of employee grievances. Most studies of HRM devolution have drawn only on the perceptions of managers and have neglected the area of grievances. The research highlights the employee experience of grievances under different levels of HRM devolution. The progression of fourteen grievance cases was investigated, accessing the full set of parties to each one. Data were gathered using a triangulated method involving seventy interviews, direct observation and written submissions. The findings suggest grievance handling is not readily accommodated within devolved HR structures. The role of HR staff in grievance processes can be ill-defined and show wide variation, causing problems for both line managers and employees. This can lead to negative outcomes and damage the credibility of the HR department. The insights from this study are intended to initiate debate concerning the potential roles of HR practitioners in grievance handling.

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Research on unionized grievance procedures: Management issues and recommendations

Cited by 22 publications

References 42 publications

Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager

Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager

Measuring Workers’ Satisfaction with Grievance-Handling Procedure: Study of a Power Distribution Major in India

Employment rights disputes: what is the role of HR professionals?

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