The document discusses grievance machinery in organizations. It explains that conflict is inevitable whenever people interact and can stem from different sources like goals, personalities, resources, styles and values. It outlines the authority and responsibility of school heads to create an environment conducive to teaching and learning. The grievance process is described, starting with discussions with immediate supervisors, then appeals to higher supervisors, grievance committees, and ultimately the Office of the Secretary and Civil Service Commission if needed. The roles and responsibilities of grievance committees are also summarized.
The document discusses grievance machinery in organizations. It explains that conflict is inevitable whenever people interact and can stem from different sources like goals, personalities, resources, styles and values. It outlines the authority and responsibility of school heads to create an environment conducive to teaching and learning. The grievance process is described, starting with discussions with immediate supervisors, then appeals to higher supervisors, grievance committees, and ultimately the Office of the Secretary and Civil Service Commission if needed. The roles and responsibilities of grievance committees are also summarized.
The document discusses grievance machinery in organizations. It explains that conflict is inevitable whenever people interact and can stem from different sources like goals, personalities, resources, styles and values. It outlines the authority and responsibility of school heads to create an environment conducive to teaching and learning. The grievance process is described, starting with discussions with immediate supervisors, then appeals to higher supervisors, grievance committees, and ultimately the Office of the Secretary and Civil Service Commission if needed. The roles and responsibilities of grievance committees are also summarized.
The document discusses grievance machinery in organizations. It explains that conflict is inevitable whenever people interact and can stem from different sources like goals, personalities, resources, styles and values. It outlines the authority and responsibility of school heads to create an environment conducive to teaching and learning. The grievance process is described, starting with discussions with immediate supervisors, then appeals to higher supervisors, grievance committees, and ultimately the Office of the Secretary and Civil Service Commission if needed. The roles and responsibilities of grievance committees are also summarized.
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GRIEVANCE MACHINERY
CONFLICT IS INEVITABLE IN EVERY
ORGANIZATION. Whenever there are people, there will always be conflict. CONFLICTS MAY COME FROM DIFFERENT SOURCES. Goals Personality conflicts Scarce resources Styles Values The SCHOOL HEAD shall have AUTHORITY, ACCOUNTABILITY and RESPONSIBILITY for creating an environment within the school that is CONDUCIVE TO TEACHING AND LEARNING.* Conflicts per se do not help in creating a suitable teaching and learning environment STRESSFUL TAXING DEMANDING PRESSURE-FILLED. *Paragraph 2, Section 6.2, Rule VI from Implementing Rules and Regulations of RA 9155 as mentioned in DepEd Order No. 1, s. 2003 SIMPLY PUT,
IT IS PART OF YOUR JOB.
You have no choice. You just have to accept that. But,
EMBRACING CONFLICT AS A PART OF LIFE,
YOU CAN MAKE THE MOST OF EACH SITUATION AND USE IT AS A LEARNING OPPORTUNITY or a LEADERSHIP OPPORTUNITY.
You can also use it as an opportunity to transform
the situation into something better. School CONFLICTS MAY COME Head/Principal Teachers BETWEEN AND AMONG THESE PERSONS/ENTITIES.
EACH MAY FALL INTO
JURISDICTIONS OF THE Non-Teaching APPROPRIATE DISCIPLINING Students/Parents Personnel AUTHORITY DEPENDING UPON THE NATURE OF THE CONFLICT GRIEVANCE MACHINERY THE GRIEVANCE MACHINERY SHALL APPLY TO ALL LEVELS OF OFFICIALS AND EMPLOYEES IN THE DEPARTMENT OF EDUCATION, INCLUDING NON- CAREER EMPLOYEES WHENEVER APPLICABLE THE FOLLOWING INSTANCES SHALL BE ACTED UPON THROUGH THE GRIEVANCE MACHINERY:
Non- Implementation of policies, practices and
procedures on economic and financial issues and other terms and conditions of employment fixed by law. Delay in the processing of overtime pay Unreasonable withholding of salaries Inaction on application for leave
*DepEd Order No. 35, Series of 2004
Non-Implementation of policies, practices and procedures which affect employees from recruitment to personnel movement. Failure to observe selection process in appointment Undue delay in the processing of retirement papers.
Inadequate physical working conditions.
Lack of proper ventilation in the workplace Insufficient facilities and equipment necessary for the safety and protection of employees whose nature and place of work are classified as high risk or hazardous Poor interpersonal relationships and linkages
Protest on appointments
All other matters given rise to employee
dissatisfaction and discontentment outside of the cases enumerated above. DISCUSSION WITH IMMEDIATE SUPERVISOR Rules to be observed: Employee/aggrieved party shall be put at lease Employee/aggrieved party shall be encouraged to talk Privacy in discussion The case shall be heard fully A definite decision shall be reached APPEAL TO HIGHER SUPERVISOR If aggrieved party is dissatisfied with the verbal decision of the immediate supervisor, he or she may submit the grievance in writing within five (5) days to the next higher supervisor The next higher supervisor shall render his or her decision within five (5) working days from receipt APPEAL TO GRIEVANCE COMMITTEE If still unfavorable to the aggrieved party/employee, the decision of the next higher supervisor may be elevated to the grievance committee within five (5) working days from receipt of the decision of the next higher supervisor. The GC may conduct an investigation and hearing within ten (10) working days from receipt of the grievance and render decision within five (5) working days after investigation Where the party involved is the grievance committee itself, the aggrieved party may submit the grievance to the Secretary thru the Usec. For Legal Affairs APPEAL TO THE OFFICE OF THE SECRETARY
APPEAL TO THE CIVIL SERVICE COMMISSION
REGIONAL OFFICE 15 working days Certification on the Final Action on the Grievance (CFAG) COMPOSITION SCHOOL GRIEVANCE COMMITTEE Principal or Head Teacher President of the Faculty Club A teacher who is acceptable to both the aggrieved party and the object of the grievance to be appointed by the Principal or Head Teacher RESPONSIBILITIES
Establish its own procedures and strategies.
Develop and implement pro-active measures or activities to prevent grievance such as an employee assembly which shall be conducted at least once every quarter, discussion (talakayan), counseling and other HRD interventions.
Conduct continuing information drive on the
Grievance Machinery among officials and employees. Conduct dialogue between and among the parties involved
Direct the documentation of the grievance including
signing of written agreements reached by the parties involved
Issue final certification on the Final Action on the
Grievance (CFAG)
Submit report every quarter on accomplishments as
well as status of unresolved grievances to the CSC Regional Office.