The Grievance and Arbitration Process
The Grievance and Arbitration Process
There has always been a need for conflict resolution on the job. The grievance and arbitration process is one way for employees to be heard when conflict on the job arises. The grievance and arbitration process is also a way for employees to obtain some type of satisfaction at the end of the grievance process. Having representation by the union often guarantees an employee a fair, just, and timely grievance process. However, not all employees feel that way when they are not a represented the union. The grievance process can mean different things to each individual employee and usually no two complaints are normally about the same type of issue. “There are two possible approaches to defining a grievance: therapeutic and legalistic” (Holley, Jennings, & Wolters, 2008, p.421). A grievance is a complaint and more than likely some type of violation of an employee's rights on the job. Grievances almost always are due to work related issues. Similar a right that is usually, but not always defined by an employment or some other type of contract. According to Holley et al., (2008), “a grievance is clearly defined as an employee’s or employer’s alleged violation of the labor agreement that is submitted to the grievance procedure for resolution by the employee” (p. 420).
Despite the definition of a grievance, employees need to feel that their best interest is being met. Disputes over wages, working conditions, and work stoppages are by far some of the reasons of work disputes that will arise during the life of an employment contract. As a result, most employment and union contracts contain specific clauses describing how disputes are to be resolved. Employees usually file grievances because of work related issues such as working conditions or supervisory issues. “Some employees also file grievances for such reasons such as administrative issues, economic issues, and employee disciplinary matters” (Holley et al., 2008,
p.418).
The
There has always been a need for conflict resolution on the job. The grievance and arbitration process is one way for employees to be heard when conflict on the job arises. The grievance and arbitration process is also a way for employees to obtain some type of satisfaction at the end of the grievance process. Having representation by the union often guarantees an employee a fair, just, and timely grievance process. However, not all employees feel that way when they are not a represented the union. The grievance process can mean different things to each individual employee and usually no two complaints are normally about the same type of issue. “There are two possible approaches to defining a grievance: therapeutic and legalistic” (Holley, Jennings, & Wolters, 2008, p.421). A grievance is a complaint and more than likely some type of violation of an employee's rights on the job. Grievances almost always are due to work related issues. Similar a right that is usually, but not always defined by an employment or some other type of contract. According to Holley et al., (2008), “a grievance is clearly defined as an employee’s or employer’s alleged violation of the labor agreement that is submitted to the grievance procedure for resolution by the employee” (p. 420).
Despite the definition of a grievance, employees need to feel that their best interest is being met. Disputes over wages, working conditions, and work stoppages are by far some of the reasons of work disputes that will arise during the life of an employment contract. As a result, most employment and union contracts contain specific clauses describing how disputes are to be resolved. Employees usually file grievances because of work related issues such as working conditions or supervisory issues. “Some employees also file grievances for such reasons such as administrative issues, economic issues, and employee disciplinary matters” (Holley et al., 2008,
p.418).
The
References: Colvin, A. J. S. (2003, April). Institutional pressures, human resources strategies, and the rise of nonunion dispute resolution procedures Review. Volume 56(3), pp. 375-392. Retrieved July 14, 2010 from www.ebscohost. Roberts, M., Wolters, R., Holley, W., & Field, H. (1990, September). Grievance Mediation: A Management Perspective 23. Retrieved July 14, 2010 from www.ebscohost.com. Singer, M. (1952, September). Labor Arbitration: Acceptability of arbitrators’ awards. Labor Law Journal