Group Grievance Literature Review

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2.1 Introduction
The Objective of this chapter is to review relevant published materials related to the study.
According to Saunders,, (1997), the main purpose of the review is to assist in developing a good understanding and insight into relevant previous studies and the trends that have emerged.
This would assist the study to compare the current situation with the postulations in the theoretical framework.

2.2 Definition of Key Terms
2.2.1 Grievance
The Grievance is a matter raised by the employee to express dissatisfaction with management behavior and is an attempt to bring out changes (D’Cruz, 1999). Grievance involves an individual’s claiming that he or she has suffered or been wronged, often because of the
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An example of a group grievance would be where the employer refuses to pay a shift premium to the employees who work on afternoon shift when the contract entitles them to it. Clearly, they should grieve the matter as a group rather than proceeding by way of individual grievances. Policy Grievance
A policy grievance is a complaint by the union that an action of management (or its failure or refusal to act) is a violation of the agreement that could affect all who are covered by the agreement. Group grievances are often treated as policy grievances, but strictly speaking, they should be considered separately. A policy grievance normally relates to the interpretation of the contract rather than the complaint of an individual Union Grievance
A union grievance may involve a dispute arising directly between the parties to the collective agreement. For example, the union would grieve on its own behalf if management failed to deduct union dues as specified by the collective agreement. In these cases, the union grievance is one in which the union considered its rights to have been violated, and not just the rights of individuals in the local
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It is concerned with collaboration between parties (for example openness, exchange of information and examination of differences) to reach an acceptable solution to both parties (Rahim & Magner, 1995). Thomas and Kilmann (1974) labeled this style as a collaborating mode. Collaborating mode refers to the ability of the manager to work with his or her employee to find a solution that fully satisfies the concerns of both. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insight, with the goal of resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem (Thomas & Kilmann, 1974). Obliging Style Obliging styles involve low concern for self. An obliging person attempts to emphasize commonalities to satisfy the concern of the other party (Rahim & Magner, 1995). Thomas and Kilmann (1974) named this style as an accommodating mode. To Thomas and Kilmann (1974) individual performing accommodating style neglects his or her own concerns to satisfy the concerns of the other person. In accommodating style, managers might take the form of selfless generosity or charity, obeying another person’s needs and prefer to yield another’s point of

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