Discipline & Grievance Essay

Disciplinary procedures be an aid to the effective management of people, and should not be viewed primarily as a means of imposing sanctions or as leading to dismissal. Where dismissal does occur, employees may make a complaint to an c whollying tribunal if they believe they have been unfairly dismissed, although ordinarily the employee must have one(a) years service1. It is for the employer to show the reason for the dismissal and that it was a fair reason.The tribunal will posit whether the dismissal was fair or unfair and will take into account the size and administrative resources of the employer in deciding whether they acted reasonably or unreasonably. The tribunal will take account of Code of Practice the instruction given in the Acas Code of Practice on Disciplinary and scotch procedures 327kb (see Annexes A and C of the Code) and cypher how far the statutory three-step procedures have been followed.What does it mean? Check the glossary for more explanation of the term s utilize in this handbook. The Code of Practice provides guidance on good practice in disciplinary and grievance matters in employment, and includes information on the up rectify to be accompanied at a disciplinary or grievance hearing. Acas handbook Although this handbook is purely advisory it complements the Code of Practice by giving special practical advice. DisciplineSection 1 on ascertain at work starts by explaining wherefore organisations need rules and disciplinary procedures and gives an overview of how to cut across discipline. It then looks in depth at. The rest of the part on discipline gives advice on handling absence, unsatisfactory performance and particular cases such as those involving trade union representatives, sinful charges or employees in remote locations. Grievances Part 2 Grievance procedures considers why organisations need procedures and gives advice on how to handle a grievance hearing.Guidance is also given on special cases such as those to d o with bullying or harassment, discrimination and whistleblowing. In these sensitive areas some organisations may wish to develop recognise procedures. The statutory minimum grievance procedures are also summarised in Part 2 Grievance procedures. The right to be accompanied Part 3- The right to be accompanied. Checklist for the right of accompaniment has information on the right to be accompanied at disciplinary and grievance meetings. Prevention is better than cureAlthough it is important to recognize with discipline and grievance issues fairly and effectively it is more important to prevent problems arising in the low place. The first step is to understand the relationship between discipline and grievance issues and wider issues like communication, induction and training. For example, if managers and staff are in the habit of talking to each other openly abtaboo whats happening at work then specific problems like lack of training or poor motivation sens be resolved before an y disciplinary action becomes necessary.Equally, if staff are given contracts of employment when they start work including rules for absence, timekeeping and discipline, as well as details of pay, holidays etc then there will be less opportunity for ambiguity if problems arise in the future. The use of the formal disciplinary and grievance procedures should be considered a last resort rather than the first option. Many problems can be sorted out through informal dialogue between managers and staff a quiet word is often all thats needed.