Justice on the job

"It is difficult to foretell what the effect on American productivity and compet stiveness will be.../But] managers in companies with procedures to ensure employee justice have gut feelings that the work environment is better, and the organization more competitive, as a result."- From the opening chapter

After years of relinquishing their civil rights at the office or plant door, non union workers in America are now looking for a form of due process at work-or, failing that, in the courts. Justice on the Job heralds a small but growing trend toward effective in-house procedures designed to handle employee complaints and head off litigation.

It is more than just coincidence, says David Ewing, that some of the com panies enjoying the greatest measure of employee commitment are companies that also maintain successful nonunion grievance procedures. Such a system whether it takes the form of the investi gators at CIGNA in Philadelphia, Federal Express's dual-board system in Memphis, or Northrop's board-plus-arbitration system in Los Angeles-represents a net gain for the organization seeking to reduce litigation costs, avoid unions, reinforce personnel policy, and, in gen eral, do the right thing by employees.

Justice on the Job shows "how to tell due process when you see it,"' outlines the benefits and pitfalls of different systems, explores why due process works, exam ines what can go wrong, and recommends.