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Journal articles on the topic 'Grievance management'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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1

Ng, Ignace, and Ali Dastmalchian. "Determinants of Grievance Outcomes: A Case Study." ILR Review 42, no. 3 (1989): 393–403. http://dx.doi.org/10.1177/001979398904200305.

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Analyzing 1,160 grievance cases from the Canadian federal sector, all of which were resolved short of arbitration, the authors find that the highest percentages of decisions favorable to grievants occur in the early steps of the grievance procedure; the grievances of higher-paid employees are more likely to be granted than are those of lower-paid employees; and grievance outcomes vary depending on the nature of the issue, with grievances over working conditions most likely to be granted and grievances over assignment of work duties least likely to be granted.

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2

Dhanabhakyam, M., and P. Monish. "Impact of Employee Grievance Identification Strategies on Job Performance with Special Reference to Info Park and Techno Park, Kerala." Asian Journal of Managerial Science 10, no. 1 (2021): 33–35. http://dx.doi.org/10.51983/ajms-2021.10.1.2805.

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Employee grievance management is considered as the most important aspects of every organization. These grievances may arise from working conditions, health and safety, performance appraisal, relationship with superior and subordinates, training and development activities and personal aspects. Some of the psychological and behavioral aspects are also leads to employee grievances. Grievances are not complaints. The registered complaints or complaints followed formal structure are known as grievances. IT industry faced many challenges over years. Talent management and change management issues, pe

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3

Dhanabhakyam, Dr M., and Monish P. "Role of Employee Grievance Management on Job Commitment and Organizational Justice." Mediterranean Journal of Basic and Applied Sciences 06, no. 01 (2022): 45–50. http://dx.doi.org/10.46382/mjbas.2022.6105.

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Employee grievance management is considered as the most significant human resource strategy for improving organizational effectiveness and commitment. Dissatisfied employees are critical for every organizations. This dissatisfaction would leads to employee employer conflicts, job burnout and employee turnover. Hence it is essential to design effective grievance management strategies in companies. Information technology employees have been facing many challenges and problems in their workplace. Such challenges lead to reporting of employee grievances. Management should take care of those grieva

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4

Nyitse, Gabriel Tivlumun, and Yakachat Zamani. "Impact of Employee Grievance Management on Organizational Performance." Journal of Communication 5, no. 3 (2024): 59–72. http://dx.doi.org/10.47941/jcomm.2121.

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Purpose: This paper examined the impact of employees' grievance management on organizational performance. The paper derives from conceptual points of view in available literatures that there is a coefficient relationship between the variables: employees' grievances, and organizational performance; hence, effective management of employee grievance is essential for harmonious workplace relationship, team spirit, employees' loyalty and commitment, as well as improved organizational productivity and performance. In the face of this necessity, there is still a relative lack of, or poor employee gri

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5

Bemmels, Brian. "The Determinants of Grievance Initiation." ILR Review 47, no. 2 (1994): 285–301. http://dx.doi.org/10.1177/001979399404700208.

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The author estimates a behavioral model of grievance initiation with 1990 survey data on 1,205 work groups in Canada. The behaviors of supervisors, employees, and shop stewards—such as the degree to which supervisors emphasized productivity rather than friendly relations with employees—were significantly related to grievance rates, but the determinants of grievance rates varied across grievance issues. The results suggest, for example, that the grievances most likely to be initiated by stewards rather than employees were those involving job descriptions, and that grievances over work rules wer

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6

Phuyal, Aayousha. "Understanding Employee Grievances." International Journal of Atharva 2, no. 1 (2024): 152–65. http://dx.doi.org/10.3126/ija.v2i1.63662.

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The perceptions of employees towards grievance handling, the grievances present among employees, the grievance handling practices, and the main causes of employee grievances in the hotel industry of Nepal. The research employed a cross-sectional time horizon and descriptive research methodology, collecting data through questionnaires. Demographic information revealed that a majority of respondents were young adults below the age of 25. Employee grievances primarily revolved around unmanageable work pressure, lack of facilities, recognition, and teamwork, indicating areas for improvement in org

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7

Ashlesha, Adki, Avanaganti Ujwala, Gundam Rohith Reddy, and Jinugu Ranjith. "Grievance Central Hub." International Journal for Research in Applied Science and Engineering Technology 12, no. 3 (2024): 2013–18. http://dx.doi.org/10.22214/ijraset.2024.59227.

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Abstract: The Grievance Central Hub is a revolutionary approach to managing grievances within organizations. It offers a confidential, user-friendly, transparent system, fostering open communication and accountability. This portal efficiently handles grievances raised by individuals in the organization, promoting transparency and efficiency. Accessible to all with a userfriendly interface, it prioritizes security and confidentiality when handling complaints. Real-time tracking and updates on grievance status ensure that both students and faculty members are well-informed throughout the resolut

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8

Chaykowski, Richard P., George A. Slotsve, and J. S. Butler. "A Simultaneous Analysis of Grievance Activity and Outcome Decisions." ILR Review 45, no. 4 (1992): 724–37. http://dx.doi.org/10.1177/001979399204500408.

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The authors develop an approach for simultaneously analyzing the determinants of grievance filing activity and grievance outcomes at each stage of the grievance process. The value of this approach is demonstrated by an analysis of grievance data from a Canadian private sector firm for the years 1980–81, which shows that the determinants of the propensity to file a grievance (such as the subject matter of the grievance and past grievance filing activity) and the determinants of decision outcomes (particularly personal characteristics of the grievant) both varied across stages of the grievance p

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9

Supriya, Bhagat, Gagandeep Virdi Ms., and Raju Roshen. "Grievance Handling Procedure a case of Soft Zeal Technology Pvt. ltd, Pune." International Journal of Trend in Scientific Research and Development 2, no. 4 (2018): 918–24. https://doi.org/10.31142/ijtsrd13101.

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This research paper focuses on the grievance handling procedure at Soft Zeal Technology Pvt. Ltd .Pune. Maharashtra. The objective of this paper is to determine the effective handling of the grievances faced by the employee. The study identifies the most common factors for arising the grievances at the place of employment. The study also looks for the root of grievance faced by an employee, grievance handling techniques, and the management procedures of resolving the grievances. Supriya Bhagat | Ms. Gagandeep Virdi | Roshen Raju "Grievance Handling Procedure a case of Soft Zeal Technology

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10

Gulzar, Rafia, Shakeel Rehman, and Taoufik Radouch. "Process of grievance management in health care organization: An employee perspective." Corporate Governance and Organizational Behavior Review 7, no. 4 (2023): 8–21. http://dx.doi.org/10.22495/cgobrv7i4p1.

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An investigation into the grievance management process of organizations is imperative with an increasing concern over healthy work cultures in organizations. Using a behavior-response model, a structured survey was administered to employees of a leading healthcare institute to explore their perspectives on the grievance management process. According to the findings of the study, there is a strong association between grievance management constructs and the grievance management process, and factors like acceptance of grievance by supervisors, supervisors’ attitudes toward grievant, and employee

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11

Dr.S.MAHENDRAN, Dr.V.RAJESWARI. "A Study On Employee Grievance And Redressal Procedures In Tamilnadu State Transport Corporation Limited." Journal of Research & Development' 14, no. 11 (2022): 134–37. https://doi.org/10.5281/zenodo.7052905.

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<strong>Abstr</strong>act:  The personnel or industrial relations department of the organization is responsible for maintaining peace and harmony among employer and employee. The healthy relations between employer/management and employee/worker can be achieved through the agreed solutions for different problems. A worker who isdissatisfied may not work at full capacity and cause significant loss of production. Grievances are the expressed complaints about working conditions and environment in which employee work. It is related with day to day work. Grievances emerge out of the dissatisfac

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12

Feuitte, Peter. "Why Does Grievance Mediation Resolve Grievances?" Negotiation Journal 8, no. 2 (1992): 131–45. http://dx.doi.org/10.1111/j.1571-9979.1992.tb00658.x.

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13

Bohlander, George W. "Public Sector Independent Grievance Systems: Methods and Procedures." Public Personnel Management 18, no. 3 (1989): 339–54. http://dx.doi.org/10.1177/009102608901800307.

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This research examined public sector independent grievance procedures in twenty-two agencies in the Southwest United States. Non-union grievance systems are championed as a way to equitably adjudicate employee problems while additionally fostering agency objectives and lessening the possibility of employee legal suits. Content analysis was used to determine the purpose of grievance programs, grievable issues, employee representation, neutral third-party resolution of cases, and different grievance systems and their methodologies. Based upon study findings, suggestions are offered to implement

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14

Snekalatha, Dr T., K. Prathipa, and R. Ramyakrishnan. "Employee Satisfaction Towards the Grievances Handling Procedure in Super Auto Forge Private Limited, Chennai." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 03 (2025): 1–9. https://doi.org/10.55041/ijsrem43359.

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Employee satisfaction with grievance handling procedures is crucial for maintaining a positive work environment and fostering organizational commitment. This study examines the effectiveness of the grievance handling mechanism at Super Auto Forge Pvt. Ltd. and its impact on employee satisfaction. The research explores factors such as transparency, response time, fairness, and management involvement in resolving grievances. Data collected through employee feedback and analysis of grievance resolution outcomes reveal the strengths and areas for improvement in the system. The findings suggest tha

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15

Yadav, Rajesh K., and Sarvesh Mohania. "Role of Insurance Ombudsman and Grievance Management in Life Insurance Services in Indian Perspective." International Letters of Social and Humanistic Sciences 31 (June 2014): 9–13. http://dx.doi.org/10.18052/www.scipress.com/ilshs.31.9.

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A grievance is defined as a wrong or immoral suffered which creates ground for a complaint. In other words, dissatisfaction of customer on a product or service offered by a manufacturer or a service provider. The study focuses on the grievance management in life insurance services by the insurance ombudsman in India. In today’s scenario of insurance market, with the large volume of insurance transactions and huge customer size, it is an accepted fact that there will be growing number of policyholder grievances for every insurance providing company. The study is based on the secondary data coll

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16

Abbas Sahar Al-Gburi, Mohammed. "Administrative grievance." International Academic Journal of Law 06, no. 02 (2025): 1–4. https://doi.org/10.47310/iajl.2025.v06i02.001.

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Administrative grievance is a means of resolving disputes in a friendly way that leads to reducing the emerging crises between those with stakeholders and administration, which reduces momentum on the judiciary in resolving these disputes. In addition, the control is a means of management as the case in controlling the work of its employees, and the administrative grievance in Iraq is particularly important due to the Iraqi legislator’s requirement for the affected by the administrative decision to conduct this path before feet to submit the appeal before the Administrative Court, based on rul

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17

Pradeep, Adithi, Alfiya Niha, Gopika Gopan, and Vinod Kumar K. "Best practices in grievance handling mechanism: a study in Kerala." International Journal of Engineering & Technology 7, no. 3.29 (2018): 177. http://dx.doi.org/10.14419/ijet.v7i3.29.18553.

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In the present world, grievance in workplace is a common phenomenon. Grievance handling is of great importance to the human resource management sector as it will directly affect the work force of the company; unless it is taken care of in the right time, in the right manner. This study is focused on methods to implement this effectively and the responses of various employees in HOMCO have been taken for the assessment of the current system. A study on grievance handling mechanism was done at the Kerala State Homoeopathic Co-Operative Pharmacy (HOMCO). The HOMCO is engaged in manufacturing and

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18

Ichniowski, Casey. "The Effects of Grievance Activity on Productivity." ILR Review 40, no. 1 (1986): 75–89. http://dx.doi.org/10.1177/001979398604000106.

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This study develops and tests a production function that includes a plant's grievance filing rate as a determinant of productivity. Application of that function to data on nine unionized paper mills for 1976–82 shows that the more grievances that were filed in a mill, the lower that mill's productivity. Although this effect produced only small percentage changes in the productivity of these mills, the author argues that these changes could result in much larger percentage changes in the mills' operating profits. Finally, a comparison between the productivity of the nine union mills and that of

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19

Bemmels, Brian. "The Effect of Grievants' Gender on Arbitrators' Decisions." ILR Review 41, no. 2 (1988): 251–62. http://dx.doi.org/10.1177/001979398804100207.

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This study investigates the effect of the gender of grievants on the decisions of arbitrators in 104 discharge cases. The results indicate that, other things equal, women were twice as likely as men to have their grievance sustained; in cases where the grievance was sustained, women were 2.7 times more likely than men to receive a full reinstatement rather than a partial reinstatement; and in cases where suspension was imposed in place of discharge, women received, on average, a suspension 2.1 months shorter than men. These results are consistent with those of studies of the treatment of women

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20

Prof., D. B. Dandekar Himani Nawale Rutuja Vidhate Kunja Bhat Samiksha Lande Tejaswini Chaudhari. "University Student Dispute Redressal System." International Journal of Advanced Innovative Technology in Engineering 10, no. 2 (2025): 153–59. https://doi.org/10.5281/zenodo.15423168.

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University Student Dispute Redressal System is a web-based application developed to facilitate the efficient and transparent handling of student complaints within educational institutions. This system enables students to submit grievances related to various campus facilities such as the hostel, canteen, and library. Upon submission, grievances are first reviewed by the Head of the Department (HOD) for approval or rejection. Approved grievances are forwarded to the respective department for resolution, and once addressed, the principal performs a final verification before notifying the student

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21

Goldberg, Stephen B. "Grievance Mediation." Negotiation Journal 5, no. 1 (1989): 9–15. http://dx.doi.org/10.1111/j.1571-9979.1989.tb00490.x.

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22

Tjosvold, Dean, and Motohiro Morishima. "Grievance Resolution: Perceived Goal Interdependence and Interaction Patterns." Autres articles / Other Articles 54, no. 3 (2005): 527–48. http://dx.doi.org/10.7202/051253ar.

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This study identifies behaviours and perceptions of the individuals involved that affect grievance resolutions. Based on conflict research, the study proposes that cooperative goals promote the direct, open-minded consideration of opposing views which leads to quality solutions efficiently developed. Management and union representatives in two large Western Canadian forest product companies were interviewed about grievances they had handled that were and were not settled within their committee. They first described in detail a recent, significant grievance and then answered specific questions

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23

Kasoff, Janet. "Grievance Tracking." JONA: The Journal of Nursing Administration 33, no. 7/8 (2003): 376. http://dx.doi.org/10.1097/00005110-200307000-00003.

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24

Walker, Bernard, and R. T. Hamilton. "The Effectiveness of Grievance Processes in New Zealand: A Fair Way to Go?" Journal of Industrial Relations 53, no. 1 (2011): 103–21. http://dx.doi.org/10.1177/0022185610390298.

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Grievances are a contentious facet of contemporary employment relations and yet the amount of in-depth research evidence is limited. This study uses a real-time approach, following a set of New Zealand grievance cases as they proceeded through mediation. The public debate has focused on allegations of opportunist employees exploiting the system. Our findings, however, identify a group of employees who were seeking to remain with their employer, but who lacked influence and lost their jobs. In these situations the law was unable to provide employment protection, while employers had the dominant

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Knight, Thomas R. "Feedback and Grievance Resolution." ILR Review 39, no. 4 (1986): 585–98. http://dx.doi.org/10.1177/001979398603900411.

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This paper assesses the contribution to grievance negotiations of participants' use of feedback about previous grievance settlements and arbitration decisions. Analysis of survey data collected from a sample of management and union grievance participants at three organizational levels supports the central proposition of systems theory that feedback contributes to the system's effectiveness, measured here as the estimated and observed rate of grievance resolution. Significant variance in the use and impact of feedback is found, however, across union and management respondents and organizational

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26

Bemmels, Brian, and Janice R. Foley. "Grievance Procedure Research: A Review and Theoretical Recommendations." Journal of Management 22, no. 3 (1996): 359–84. http://dx.doi.org/10.1177/014920639602200301.

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This review focuses on the grievance procedure research published in the past decade with specific attention on the application (or lack thereof) of social science theory to grievance research. The review concludes that the theoretical grounding of recent grievance research has improved over the earlier research, but remains quite inadequate. Recommendations on the direction that grievance research should take in the future to further improve on the theoretical content of grievance research are provided. It is argued that theory in grievance research should advance at two levels: the comprehen

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27

Shukla, Ashish Kumar, and Abhishek Dubey. "Enhancing Citizen Engagement and Accountability: A Comprehensive Study on the Management of Public Grievances and the Evolution of Good Governance in India." Mind and Society 13, no. 01 (2024): 58–64. http://dx.doi.org/10.56011/mind-mri-131-20247.

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This research article examines the dynamics of citizen engagement and accountability within the context of public grievance management and the evolution of good governance in India. Drawing upon historical perspectives and contemporary developments, the study investigates the frameworks, mechanisms, and challenges associated with addressing public grievances at various levels of governance. Emphasizing the pivotal role of technology in enhancing accessibility and responsiveness, the research explores the impact of digital platforms on citizen engagement and grievance redressal. Furthermore, it

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28

Feuille, Peter, and Denise R. Chachere. "Looking Fair or Being Fair: Remedial Voice Procedures in Nonunion Workplaces." Journal of Management 21, no. 1 (1995): 27–42. http://dx.doi.org/10.1177/014920639502100102.

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We analyze the correlates and characteristics of grievance procedures covering nonunion employees in 19.5 private firms. These remedial voice procedures tend to exist in larger and completely nonunion firms that place a high value on their human resources. Although these procedures guarantee employees the right to file grievances and contain considerable procedural formality, most of them give management the lion S share of process control and decision control over employee complaints.

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29

Dyrstad, Karin, and Solveig Hillesund. "Explaining Support for Political Violence: Grievance and Perceived Opportunity." Journal of Conflict Resolution 64, no. 9 (2020): 1724–53. http://dx.doi.org/10.1177/0022002720909886.

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What explains support for violence against the state? The surge in survey-based studies in (former) conflict areas has improved our understanding of the determinants of armed conflict. Yet, the potential interaction between grievances and political opportunity structure has received little attention in microlevel studies. Integrating common arguments from the civil war literature with the political behavior tradition, this article argues that perceived political efficacy, a central component of the political opportunity structure, moderates the association between individual and group grievanc

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30

Ukokhe, Egesa Simon, and Olouch Mercy Florah. "Effects of Collective Bargaining on Industrial Disputes Management." European Scientific Journal, ESJ 18, no. 28 (2022): 57. http://dx.doi.org/10.19044/esj.2022.v18n28p57.

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Industrial conflict appears to be a major problem hindering development in developing countries in general. It has been established that industrial disputes cause economic losses to organizations and poor relationship among employees and employers. Although conflict in an organization is inevitable, it should be understood that disputes between employees and employers must be reduced through mutually agreed mechanisms to a reasonable level that enable creativity and performance of employees and the organization at large. This paper focuses on reviewing the effect of collective bargaining on in

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Smith, Mable H. "Grievance procedures resolve conflict." Nursing Management (Springhouse) 33, no. 4 (2002): 13. http://dx.doi.org/10.1097/00006247-200204000-00003.

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32

Lewin, David, and Steven Briggs. "The Municipal Grievance Process." Industrial and Labor Relations Review 39, no. 2 (1986): 293. http://dx.doi.org/10.2307/2523470.

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33

Knight, Thomas R. "Feedback and Grievance Resolution." Industrial and Labor Relations Review 39, no. 4 (1986): 585. http://dx.doi.org/10.2307/2523250.

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34

Robinson, Betty D. "Considering grievance mediation." Employee Responsibilities and Rights Journal 5, no. 2 (1992): 143–53. http://dx.doi.org/10.1007/bf01384733.

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35

Hunter, Sonia, and Brian H. Kleiner. "Effective grievance handling procedures." Management Research News 27, no. 1/2 (2004): 85–94. http://dx.doi.org/10.1108/01409170410784374.

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36

Fay, Mary S., and Anne K. Morrill. "The Grievance-Arbitration Process." JONA: The Journal of Nursing Administration 15, no. 6 (1985): 11???16. http://dx.doi.org/10.1097/00005110-198506000-00005.

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37

Singh, Lata Bajpai, and Anita Singh. "Workplace discipline for an employee’s resilience at Indian bank." Emerald Emerging Markets Case Studies 8, no. 3 (2018): 1–25. http://dx.doi.org/10.1108/eemcs-08-2016-0179.

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Subject area Human resource management, Employee relations, Strategic human resource management. Study level/applicability The given case study is to be used by graduate and post-graduate students of Management in the courses of Human Resource Management & Employee Relations. The case may also be used for the discussions on the concepts such as discipline, disciplinary enquiry, grievance settlement procedure, workplace counseling and strategic human resource management. Case overview The given case study is hypothetical in nature and meant for academic purpose and classroom teaching. In th

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38

Fortado, Bruce. "The Accumulation of Grievance Conflict." Journal of Management Inquiry 1, no. 4 (1992): 288–303. http://dx.doi.org/10.1177/105649269214003.

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39

Klaas, Brian S. "Determinants of Grievance Activity and the Grievance System's Impact on Employee Behavior:An Integrative Perspective." Academy of Management Review 14, no. 3 (1989): 445–58. http://dx.doi.org/10.5465/amr.1989.4279079.

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40

Bemmels, Brian. "The Determinants of Grievance Initiation." Industrial and Labor Relations Review 47, no. 2 (1994): 285. http://dx.doi.org/10.2307/2524421.

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41

Lewin, David, and Richard B. Peterson. "Behavioral Outcomes of Grievance Activity." Industrial Relations: A Journal of Economy and Society 38, no. 4 (1999): 554–76. http://dx.doi.org/10.1111/0019-8676.00144.

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42

BEMMELS, BRIAN. "Gender Effects in Grievance Arbitration." Industrial Relations 29, no. 3 (1990): 513–25. http://dx.doi.org/10.1111/j.1468-232x.1990.tb00769.x.

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BEMMELS, BRIAN. "Gender Effects in Grievance Arbitration." Industrial Relations: A Journal of Economy and Society 30, no. 1 (1991): 150–62. http://dx.doi.org/10.1111/j.1468-232x.1991.tb00781.x.

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44

Nurse, Lawrence, and Dwayne Devonish. "Grievance management and its links to workplace justice." Employee Relations 29, no. 1 (2006): 89–109. http://dx.doi.org/10.1108/01425450710714496.

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45

Labig, Chalmer E., and I. B. Helburn. "Union and management policy influences on grievance initiation." Journal of Labor Research 7, no. 3 (1986): 269–84. http://dx.doi.org/10.1007/bf02685134.

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46

Peach, David A. "Union and Management Decision-Making in the Grievance Process." Relations industrielles 27, no. 4 (2005): 757–68. http://dx.doi.org/10.7202/028337ar.

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47

Dastmalchian, Ali, and Ignace Ng. "Industrial Relations Climate and Grievance Outcomes." Articles 45, no. 2 (2005): 311–25. http://dx.doi.org/10.7202/050585ar.

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This paper reports the results of a study examining the relationship between the climate of industrial relations and whether grievances are denied, partially granted and fully granted to the grievors. The data used consists of 1115 grievances from six government organizations, and the perceptions of all management personnel of industrial relations climate in these organizations.

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48

Ngo Bebe, Dosithee, Fulbert Nappa Kwilu, Arlette Mavila, et al. "Making health insurance responsive to citizens: the management of members’ complaints by mutual health organisations in Kinshasa, Democratic Republic of Congo." BMJ Global Health 7, Suppl 6 (2023): e011438. http://dx.doi.org/10.1136/bmjgh-2022-011438.

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IntroductionIn moving towards universal health coverage, a number of low-income and middle-income countries have adopted community-based health insurance (CBHI) as a means to reduce both the inequity in healthcare access and the burden of catastrophic health expenditures linked to user fees. However, organisations managing CBHIs face many challenges, including a poor relationship with their members. In the Democratic Republic of the Congo, CBHI schemes are managed by mutual health organisations (MHOs) and are in the process of enhancing their accountability and responsiveness to members’ needs

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49

Rees, Daniel I. "Grievance Procedure Strength and Teacher Quits." Industrial and Labor Relations Review 45, no. 1 (1991): 31. http://dx.doi.org/10.2307/2524700.

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Rees, Daniel I. "Grievance Procedure Strength and Teacher Quits." ILR Review 45, no. 1 (1991): 31–43. http://dx.doi.org/10.1177/001979399104500103.

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