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An Employer’s Policy Manual in the Organizations

An employer’s policy manual is important to every organization regardless of its size. It enhances communication between the employees and their employers. The policy manual reflects what the management expects from the employees. It also contains the expectations of the workers (Budd, 2010). The rights and obligations of the employees are also included in the book. In addition, the manual policy highlights the steps to be followed in resolving conflicts at the workplace (Budd & Na, 2000). The manual shows the channels to be followed by employees when airing their views to the management. The grievance procedure policy helps to maintain the proper working conditions in the workplace (Cooke & Saini, 2015). Before coming up with the policy plan, the author will draft a cover letter to the CEO to explain the procedure.

A Cover Letter Addressed to the CEO of ABZ Industries

17th November 2014

The CEO

ABZ Industries

Los Angeles

Dear Sir/Madam,

RE: GRIEVANCE PROCEDURE POLICY

I wish to express my interest to draft a grievance procedure policy for your company. ABZ Industries is facing several problems related to the employees. The issues have led to significant losses. To solve them, the entity requires a grievance procedure policy.

The policy will outline the procedures to be followed by employees when airing their grievances to the management. It will be fair and will not oppress the workers. Both parties will fully be represented in the plan. I hope you will find it convenient.

Thank you for your consideration.

Yours Sincerely,

Adam Roger,

Human Resource Manager.

Grievance Procedure Policy for ABZ Company

Issues that may lead to Grievances

The policy will clearly outline the issues that may cause problems at the workplace (Budd, 2010). The issues affecting workers include terms and conditions of employment, health, and safety, as well as bullying and harassment (Elvander, 2002). Other problems to be taken into consideration include work relations, organizational changes, and discrimination. The management will be charged with the responsibility of responding to these problems (Klasa, Maxwell & Ortiz-Molina, 2009).

Communication

The grievance procedure policy will begin with formal communication from the employees to the management. The workers who have issues at the workplace will need to communicate with the administration (Schnabel, Zagelmeyer & Kohaut, 2006). The policy will not allow for any other channels of communication. Correspondence between the parties will be through writing (Cooke & Saini, 2015). Employees will put their grievances and problems into writing and address them to the employer.

Resolving Grievances

After receiving the letter, the management will address the issues raised (Kleiner, 2001). The employee will wait for three days to receive feedback. During this time, the worker is expected to continue with their duties and avoid interrupting their colleagues. In the meantime, the manager will try to resolve the grievances informally. If this fails, the employer will arrange for a formal meeting with the employee aggrieved (Budd, 2010).

All facts surrounding the case will be made clear. Investigations will be conducted where necessary. The employee who will have presented the case will be required to be contented with the outcomes of the investigations. They will not be punished in any way for airing their grievances (Kleiner, 2001). However, they will be expected to keep other workers out of the issue. As indicated above, the grievance procedure policy will be fair and will avoid trade actions in the workplace. The effectiveness of the plan depends on the commitment of the two parties.

References

Budd, J. (2010). Labor relations: Striking a balance (3rd ed.). New York: McGraw Hill Irwin.

Budd, J., & Na, I. (2000). The union membership wage premium for employees covered by collective bargaining agreements. Journal of Labor Economics, 18(4), 783-807.

Cooke, F., & Saini, D. (2015). From legalism to strategic HRM in India: Grievance management in transition. Asia Pacific Journal of Management, 32(3), 619-643.

Elvander, N. (2002). The new Swedish regime for collective bargaining and conflict resolution: A comparative perspective. European Journal of Industrial Relations, 8(2), 197-216.

Klasa, S., Maxwell, W., & Ortiz-Molina, H. (2009). The strategic use of corporate cash holdings in collective bargaining with labor unions. Journal of Financial Economics, 92(3), 421-442.

Kleiner, M. (2001). Intensity of management resistance: Understanding the decline of unionization in the private sector. Journal of Labor Research, 22(3), 519-540.

Schnabel, C., Zagelmeyer, S., & Kohaut, S. (2006). Collective bargaining structure and its determinants: An empirical analysis with British and German establishment data. European Journal of Industrial Relations, 12(2), 165-188.

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