The paper 'Key Aspects of Good Practice in Management’ s Handling of Employee Grievance" is an outstanding example of management coursework. The International Labour Organization defines the employment relationship as the legal link that exists between employers and their employees. The relationship occurs when an individual offers services or works under particular conditions in order to be remunerated (ILO, 2011). The existence of an employment relationship is a fundamental point of reference that influences the extent and nature of employer’ s obligations and rights towards their employees. In the event that the obligations and rights of employees are not met, then employees are bound to be dissatisfied.
This paper seeks to discuss the different ways in which employees can express dissatisfaction with the employment relationship. The scope of the paper will also be grounded on identify key aspects of good practice in management’ s handling of an employee grievance. Also, the paper will examine how recent evidence suggests that the workplace in the 21st century is more ‘ peaceful’ than ever before. Hirschman (1970) proposes the; exit, voice and loyalty model as an approach in which employees express their dissatisfaction concerning the employment relationship.
According to Hirschman (1970) depending on the level of employee loyalty; employees dissatisfied with their employers will either leave the organization or attempt to express their opinions in order to initiate change on the source of their dissatisfaction. The exit is basically defined as the removal of membership from the organization. On the other hand, voice is described as the attempt or endeavor to improve or repair the existing dissatisfaction in the workplace through communication by the use of approaches such presenting a proposal for change, a complaint and grievance.
The common principle is grounded on the view that the more the existence of exit, the less likely the adoption of voice. Nevertheless, the level of an employee’ s loyalty or support for the organization can bring about an effect on both voices exist. For instance, a loyal employee can activate voice which can be a passive reaction while he/she waits for the situation to change. In unionized organizations, employees do not use their own voices to present their dissatisfaction but rather they use their union as a channel of presenting their views to the employer.
The function of a union as a mechanism of presenting employee dissatisfaction is twofold. Foremost, the union acts as a representative of the economic interests of employees whereby it enables employees to get an increase in their wages. Secondly, unions offer employees with a political voice that can influence the process of managerial decision making concerning dissatisfying conditions in the workplace. The use of unions has therefore been used as a formal procedure for presenting employee grievances for many years.
Studies indicate that the use of unions as a voice on behalf of the workforce has been a useful mechanism of lowering the level of quitting or exit within an organization (Gall, 2013). Employees also use inside games as a mechanism of expressing their dissatisfaction with the employment relationship. Inside games consist of a wide range of activities that employees can adopt within their workplace in order to resist the actions of the management or show dissatisfaction. The underlying tactic in the use of inside games by employees is to combine activities which have high-level severity.
Such activities include; reducing efficiency, damaging production, damaging management-employee relationship, loading the grievance procedure, confronting supervisors, creating a war-like atmosphere in the work environment, filing charges against management and symbolic demonstrations such as dressing alike (Blackard, 2000).
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