Employee–Employer Grievances: A Review

The focus of industrial conflict has shifted from collective confrontation to grievances between employee and employer. This narrative review encompasses a range of international research on individual employee–employer grievances. The literature is reviewed in four key stages: (1) the incidence of grievable events; (2) the employee’s response to a potential grievance issue; (3) the effectiveness of grievance processing; and (4) outcomes. The incidence of grievable events cannot be estimated precisely, because most are either not pursued by the employee or are settled informally (and so not recorded). Most research has been done on the second stage, investigating when a grievance will be pursued.The theoretical frame of exit, voice and loyalty, adapted from A.O. Hirschman (Exit,Voice, and Loyalty: Responses to Decline in Firms, Organisations, and States. Cambridge, MA: Harvard University Press, 1970) has been prominent, but a series of findings have challenged the validity of this model and suggest a range of competing theories which may explain the apparent conundrum of negative outcomes associated with formal grievance procedures. The role of power has regained prominence, and this is part of a fuller understanding of grievance outcomes. The focus has been on the employee perspective, and it is now timely to broaden the focus, modelling a progression through a sequence of stages and emphasizing the role of employers in designing and managing grievance processes which are effective and fair.