In order to illuminate grievances it’s necessary to build healthy union-management relationships. It goes without saying that it is better to smooth the sharp corners on the lower levels and not to appeal to grievance procedures or even arbitration.
Non-union grievance systems as the most optimal ways of employee problems are considered. Further on with the help of content analysis the aim of grievance programs, systems and their methodologies along with arbitration as an alternative for grievance procedures are discussed. Management can bring into challenge claim of allegation from labor union, because the latter may want to get extra-contractual concessions from the employer.
Alongside with Chapter 6 “Grievance and arbitration” from the book by Sloan and Whitney “Labor Relations”, the article by Bohlander expresses the main idea that grievance procedures underline work-place democracy. Furthermore in the article an emphasis is made on the fact that employee expectations about sincere attitude in the work place are reflected in an increased number of grievance procedures. Arbitration is an alternative for settling the conflict if joint decision of grievance procedure fails.
The article ““Labor Relations” represents grievances occurrence in collective bargaining agreements. It is clear for everybody that it is better to smooth the sharp corners on the lower levels and not to appeal to grievance procedures or even arbitration. The article shows an example of marriages and insurance contracts as well as an admixing of emotional undercurrents. Lower step settlement should be a desirable one since grievances would be solved on the level they happened (Sloan and Whitney, 2010).
Comparing an example from the book by Sloan, we claim that there is a common tendency of ambiguity appearance both in insurance contracts (an example from Sloan) and labor contracts (an example from Bohlander). General conclusion of both the chapter and