gerial skills are crucial in this aspect. Procedures and sequences of managing grievance
and discipline may promote or hinder the process of seeking justice for the aggrieved
party. In other words, justice delayed is justice denied. Managers should only put proce-
dures in place that are necessary and be made clear to all parties involved in the disci-
plinary procedure and grievance handling. Penalty is a negative reward given to the par-
ty that caused indiscipline and grievance. It is a result of the enforcement of rules and
regulations. If all these key areas are put in place correctly there will be mutual satisfac-
tion between the employee and employer.
Grievance management procedure
Managers and employees have to be aware that the grievance management procedure
must be guided by principles of fairness, consistency, and transparency, the procedure
should provide room for employee representation, and avoid red tape and delays. The
procedure has to start with the immediate superior of the aggrieved employee and if the
latter is not satisfied, the matter is referred to the senior manager for a hearing. If there
is continued dissatisfaction, there must be an ability to appeal. Grievance management
through counselling by a superior can be very effective if well managed. If the manager
is not sure of the ability to conduct effective counselling, it is better not to do it because
it may fuel the problem. The following are some of the basic tips in counselling:
- Listen with intelligence and sympathy. Avoid frequent interruption because you
may lose an opportunity to hear a point or discourage the employee from speaking. - Define the problem. Encourage the subordinate to define the problem
himself/herself. Listen carefully and pose some directing questions at the end.
If you feel that the problem is clear, then summarise it. For example, is that what
you mean? - Stay alert and flexible. Plan the meeting ahead and decide how you will manage it.
The plan has to define what has to be achieved through counselling and how it
should be achieved. - Observe behaviour. Take care of the body language. Remember that actions speak
louder than words and you can learn a lot from facial expressions, the tone of your
voice, and eye contact rather than just relying on what is said. - Conclude the meeting. Try to get the subordinate to summarise the problem and
suggest a solution. You may pose a question like ... what would you say disturbs
you? How do you think you could overcome this disturbance?
Discipline management
In the case of grievance management, when managers take disciplinary action against
employees they should be aware of the principles of natural justice, these are usually
codified in the employment and labour laws of the country (see for example Appendices
9.1 and 9.2). The following key points summarise what should be considered:
- Employees should know the standard of performance they are expected to achieve
and the rules to which they are expected to conform. - They should be given a clear indication of where they are failing or where they are
breaking the rules. - Except in cases of gross misconduct they (employees) should be given an opportu-
nity to improve before disciplinary action is taken against them.