ACKNOWLEDGEMENT

I Express my profound sense of gratitude to the management of SAIL, D.S.P. and

C.H.R.D for permitting me to conduct this research study in their facility.
It is a great pleasure for me to express my respect and gratitude to Mr. Goutam Saha,
AGM (P-NW & IR); Mr. A. K. Sharan, Senior personnel Manager (I/C); Mr. P. Debnath
(Personnel Manager); Mr. A. Sahai (Personnel Manager); and Mr. S. K. Pradhan, Senior.
Secretary (Personnel, I/C), Central Function, without whose support and guidance this
report would not have been possible.
Words are inadequate to express the extent of my gratitude towards Dr A. K. Ghose,
Principal of Business Administration Department of MID; Mr B. Chandra, H.O.D. of
MBA in MID; Mr. Chattoraj, the Placement Officer and also towards Prof. N. C. Ghose,
Director of MID.
I would like to express my sincere gratitude to Mrs. Ruma Kundu, Faculty Member of
MID, as well as my internal guide for giving her valuable time and support and sharing
personal experience with me.
My thanks are also to all employees, interviewees of D.S.P., Librarians of MID as well as
of D.S.P. Library (CHRD) for giving interest and valuable time and support.
I also express my gratitude to the person, who has typed this manuscript with great
patience and skill, neatly and within reasonable time.
At last I am thankful to my parents, brother Amitava, sister Babita, my dearest friends
Susmi and Esrafil.

1
 DECLARATION
I do hereby declare that all the statements made in this project are correct to the best of
my knowledge and belief.
As a part of my course curriculum MBA, I was required to do a project in order to
acquire knowledge on the real industrial scenario. I have been fortuitous to get an
opportunity to undergo my project under Durgapur Steel Plant.
The responsibility of any error that may remain is of course entirely mine.

CONTENTS
Chapter-1.
a) Introduction
Objective of the Discipline
Types of Discipline
Causes of Indiscipline
Disciplinary Procedure
Penalties for Misconduct
b) Company profile

Chapter II
a) Review of the literature and identification of research gap
b) Justification of the study
Chapter-III
Objective of the Study
C
hapter- IV
2
 Data and Methodology
Study Design
The Sample Size
Data Collection
Instrument Used
Analysis
Problem Faced
Chapter-V
Result and Discussion
Chapter-VI
Recommendation and Suggestion
Chapter-VII
Bibliography
Chapter-VIII
Annexure

3
CONTENTS FOR TABLES

4
 Chapter I
INTRODUCTION

5
 INTRODUCTION
“A person is burned not because who he is, but the Indiscipline what he has done.”
Webster’s Dictionary has defined Discipline thus: “First, it is the Training that corrects
moulds, strengthens or perfects individual behaviour; second, it is Control; gained by
enforcing obedience; and third it is Punishment or Chastisement.”
According to Bremblet, “Discipline does not mean a strict and technical observance of
rigid rules and regulations. It simply means working, co-operating and behaving in a
normal and orderly way, as any responsible person would expect an employee to do.”
Misconduct is a transgression of some established and definite rules where no
discrimination is left to the employee. Violation, breach of these rules is prejudicial to the
interest of the employer or it is likely to impair the reputation of the employer or create
unrest and can be performed even outside and beyond duty hours. It for the management
to determine its standing orders as to what constitute acts of misconduct and to define the
quantum of punishment for them.
The term Job Satisfaction refers to the general attitude of an individual to his/her job
(Robbins, 2003). Job Satisfaction is the result of employees’ perception of how well their
job provides those things that are viewed as important by them. According Spector
(1997), Job Satisfaction denotes the degree to which people like their jobs. According to
Locke (1969), Job Satisfaction involves cognitive, effective and evaluative reaction of
attitude towards the job. He has defined Job Satisfaction as a pleasurable emotional state
that results from an individual appraisal of one’s job value. (Locke 1060, p 316)
In today’s competitive world, organisations are trying their best to recruit, select and
retain talented, committed, successful and performing employees. With the ever
increasing mobility of employees, keeping them satisfied in their jobs is the most
important to ensure reasonable employee retention. Job Satisfaction is necessary to
promote functional employee behaviours in the organisation. Job Satisfaction has been
found to produce many favourable outcomes, such as high performance, reduced
absenteeism, turnover, increased motivation and citizenship behaviour, organisational
commitment (Hacket, 1989; Wright & Cropanzano, 2000; Judge et al, 2001; Kinichi, et
al, 2002 and Wright and Bonett, 2007) as well as it affects the personal life of the
employees, health and psychological well-being.
Proper utilisation and co-ordination of man with other factors of production is an
inevitable task of management In order to achieve success human efforts must be
synchronised with the machine to get the maximum from raw material used during the
process of production. Men and women working in industry need to be put into suitable
positions where their potentialities can be best utilised. Ideally they must be recruited
carefully, retained happily and retired comfortably so as to obtain their best personal
contribution to that undertaking. Positive discipline motivates employees to achieve the

6
goal most effectively and efficiently in a decent manner. Thus employees get Job
Satisfaction.

Objective of Discipline

The main objectives of Discipline in an industry are given below -

1. To gain willing acceptance of the rules, regulations, standard procedures of
the organization.

2. To develop a feeling of cooperation among the workers.

3. To increase the efficiency of employees.

4. To create an atmosphere of mutual respect.

5. To develop spirit of understanding and tolerance among employees.

6. To maintain good industrial relation in organization.

Type of Discipline
There are three types of Discipline which are effective to improve employee’s
efficiency. These are –
Positive Discipline

Progressive Discipline

Negative Discipline

Positive Discipline

In this case employees willingly establish rules and regulations where the
organizational climate is marked by two way communication, clear goals,
effective leadership, adequate compensation etc.

7
 Positive discipline promotes cooperation and coordination with a
minimum effort from the management side and it reduces the need for
personal supervision requires maintaining standard.

Progressive Discipline

Progressive Discipline is a series of management interventions that gives

employees opportunities to correct their behavior.

Negative Discipline

Negative Discipline is some fear or penalties against indiscipline.

In any organization there should have positive and progressive discipline.

Causes of Indiscipline
Various factors based on Social, Political, Economical, Cultural and Psychological
play a significant role in causing Indiscipline. These are –

1. Ineffective Leadership, which can not control, coordinates, motivates

workers.

2. Lack of well defined Code of Conduct to guide behavior of employers and

employees.

3. Faulty Supervision.

4. Non-placement of the right person of the right job which is suitable for his
qualification, experience and training.

5. Lack of promotional opportunities.

8
 6. Undesirable behavior of managers.

7. Low wages and poor working condition.

8. Divide and Rule policy of managers.

9. Favoritism of disciplinary action.

10. Lack of timely redressed of employee’s grievances.

11. Inadequate attention to personal problem.

12. Excessive work pressure.

13. Un-interesting work.

14. Outside political influence.

15. Inborn tendencies.

Disciplinary Procedure
Usually the following procedure is adopted under the Model Standing Orders before
passing an order for any Disciplinary. Action.

Framing and issuing a charge-sheet in writing, giving details of allegations of

misconduct/offence, indicating the time of reply and show- causing why disciplinary
9
action should not be taken against him.

Receiving the Defendant’s explanation

If the explanation is not satisfactory then Notice of Enquiry is issued giving the time,
date and place of enquiry and the name of the enquiry officer.

Holding the enquiry

All findings and proceedings of the Enquiry Officer given to Disciplinary Authority.

Decision is taken by Disciplinary Authority in writing.

The order of punishment is communicated

Penalties for Misconducts

The following penalties may be imposed for misconducts:

(1).The following shall constitute minor penalties:
a) Censure

b) Fine

c) Suspension without wages for a period not exceeding four days.

(2). The following shall constitute major penalties:

a) Stoppage of Increment.

b) Reduction to a lower grade or post or lower stage in a time-scale.

c) Removal from service which does not disqualifies for future employment.

d) Dismissal from service which disqualifies for future employment.

COMPANY PROFILE

10
Durgapur Steel Plant (DSP), under Steel Authority of India Limited (SAIL), is situated at
a distance of 158 km from Calcutta, 230 27/ North and 880 29/ East, on the banks of the
River Damodar, in Burdwan, West Bengal. The Grand Trunk Road and the main Calcutta
– Delhi railway line pass through Durgapur.
DSP was set up in the late 50’s with an annual capacity of one million tons of crude steel
per year. With massive modernisation prompted numerous technological developments in
the plant the capacity was enhanced to 2,088 million tons of hot metal, 1.8 million tons of
crude steel and 1,586 million tons of saleable steel. The entire plant is covered under ISO
9001:2000 quality management system. The entire mills zone, comprising its Blooming
& Billet Mill, Merchant Mill, Skelp Mill, Section Mill and Wheel & Axle Plant, are
covered under ISO: 2000 quality assurance certification.
About 14,000 employees are directly or indirectly engaged with the production of DSP.
Iron ore, coal and limestone are the three basic raw materials for the steel industry.
Durgapur Steel Plant draws its coal from adjacent Jharia – Ranigunj coal belt. A good
amount of prime coking coal, having fairly low ash content, is also imported. Bulk of the
iron ore lumps and fines come from the mines at Bolani on Orissa. Limestone comes
from a variety of sources: Birmitrapur (Orissa), Jaisalmer (Rajasthan) and Jukhehi and
Nandware (Madhya Pradesh).
DSP produces Blooms, Billets and Slabs, Joists, Channels, Angles, Bars, Rods and
Rebars, Skelp Wheels, Axels, Wheel Sets, Pig Iron, Chemicals and Fertilizers.
DSP, a unit of SAIL, is an integrated steel plant, makes relentless efforts to maintain
healthy and clean environment. DSP has provided different necessary pollution control
facilities, safety measures, welfare facilities, training & development, retirement benefit
schemes and medical facilities well within norms.
SAIL has always aimed to build an atmosphere of positive discipline and inspiring work
culture. The relevance of discipline needs to be appreciated by every employee, in the
context of the fiercely competitive environment, in which an organisation has to survive
today.
To establish a uniform code of conduct, the Sail conduct, Discipline and Appeal Rules
was introduced in 1977. Since then, a number of amendments have been made to these
rules from time to time. There are XXVII clauses of misconduct in DSP, SAIL Standing
Orders.

11
Chapter II
a) REVIEW OF THE LITERATURE & IDENTIFICATION OF
RESEARCH GAP
b) JUSTIFICATION OF THE STUDY

12
II-a. REVIEW OF THE LITERATURE & IDENTIFICATION
OF RESEARCH GAP

13
Theories of jobsatisfaction (ordissatisfaction)
VIE Valence,Instrumentality,Expectancy Theory
The Expectancy model of Vroom by Porter and Lawler
(1968). assumes that,
for an effort to translate into a desired level of performance, the person must have
the ability to perform well (abilities and traits), and he must understand the
demands
of his job (role clarity). The model acknowledges that people work for both
extrinsic
rewards, such as money and promotions, and intrinsic rewards, such as pride in
one’s work and a sense of accomplishment. The model also assumes that the level
of performance a person attains will affect the level of rewards he perceives to be
equitable. Specifically, if a person expends a great amount of effort that culminates
in high performance levels, he will perceive that he deserves a substantial reward
(Dipboye, Smith, and Howell, 1994: (116-117).

Comparison Theory
Lawler (1973) in Dipboye, Smith and Howell (2000) incorporated the concepts of
attained versus desired needs in his model of facet satisfaction. . Lawler’s model
specifies
that workers compare what their jobs should provide in terms of job facets, such as
promotions and pay, to what they currently receive from their jobs. However,
Simple
Need Comparison theory is extended by also weighing the influence of certain
worker
characteristics (such as skills, training, and age) and job characteristics (such as
degree of responsibility and difficulty). In addition, the model draws concepts from
the equity theory of motivation by assuming that workers ultimately determine
their
job satisfaction by comparing their relevant job inputs and outputs to referent
(comparison) others (Dipboye, Smith and Howell, 2000:149-150).
A simple interpretation of the facet model of satisfaction is that:
• If the employee perceives that the amount that should be received (A) is equal
to the amount received (B), the worker will be satisfied or happy.
• If the employee perceives that the amount that should be received (A) is
greater than the amount received (B), the worker will be dissatisfied or
unhappy.
• If the employee perceives that the amount that should be received (A) is

14
smaller than the amount received (B), the worker will feel guilty,
uncomfortable because of the perceived inequity.
Opponent Process Theory
Landy (1978)
hypothesizes that job attitudes emanate from a person’s physiological state.
Opponent process theory assumes that when you experience an extreme emotional
state, central nervous system mechanisms attempt to bring you back to a state of
emotional equilibrium or neutrality. In returning to neutrality, the emotional state
may
even surpass equilibrium and progresses to the opposite emotional state. For
example, when you were first appointed to your job, you probable felt happy, even
elated. This positive emotional state waned over time to a neutral state or perhaps
to
a slightly depressed or unhappy state. Opponent process theory presents an
intriguing explanation of why job attitudes change over time and why workers may
become bored with jobs they once found satisfying. .

High Performance Cycle Theory

The High Performance Cycle theory uses the motivational framework of goal
setting theory
and predicts that high goals and high success expectations lead to high
performance.
High performance, in turn, produces rewards, satisfaction, and commitment to
future
goals. The model also considers the influence of personal and situational factors,
such as ability and task complexity.
Locke and Latham’s (1990) .
Other literature on job satisfaction (or dissatisfaction)
According toReece and Brandt Emotions determine
whether employees will be satisfied or dissatisfied in a work setting Reece and
Brandt (1996:234). This goes against the notion held by many leaders that “doing
business” is a purely rational or logical process, that “doing business” has nothing
to
do with employees’ feelings. Kim and Garman (2004:69) found that employees’

personal lives affect their attitudes and behaviours at the workplace. They
discovered
this when examining the relationship between financial stress and work outcomes
including pay satisfaction, work time use, and absenteeism. Results of their

15
exploration showed that employees who had high levels of financial stress had
lower
levels of pay satisfaction, were more likely to waste their work time, and more
frequently absent from work. The inevitable consequence is poor productivity.
They
recommended that employers should give financial education classes to reduce
financial stress from their employees.
A study by Glen (2003:42) in the IT industry reveals an important relationship
between job satisfaction and motivation.
• He believes it’s not possible to satisfy people completely as people
are always restless and ambitious
• He believes it’s probable not desirable to satisfy people because satisfaction
doesn't guarantee productivity. In fact, it probably does just the opposite. Nor
does satisfaction spark creativity.
"Necessity is the mother of invention," rather than, "Abundance is the mother
of invention."
•: cool work, fair pay, good relationships and a reasonable belief that
only if these primary things are missing, in which case there's
already a problem.
People who are motivated are focused on their
work more than on their personal satisfaction. .

It’s also been shown that the reasons so many people struggle with the demands of
work these days is because they expect so much more from their job than they used
to. This is what leads to disappointment or even disillusion – a meaning gap
(Gwyther, 2004: 3).
Peterson, Puia, and Suess (2003:73) in Mexico indicated that work satisfaction,
supervision, co-worker relationships, pay, and promotion potential , supervisor
conduct, and perception of company financial and social status were predictive of
overall Job Stiseaction. Behavioural, affective,
and continuance commitment were predicted by sex, education.
(Dolliver, 2004:36), found that the American overall Job Satisfaction has risen
considerably in the past 15 years by good relations with co-workers,
physical safety of their workplace, the flexibility with the hours of work, the
Superior, job security, workload, vocation time. These same workers were less

enthused about the tangible benefits of work as in money, health insurance etc.
Burton, Pathak, and Zigli (1977:17–25) illustrate that role clarity
problems lead to stress, tension, anxiety, dissatisfaction, turnover, lack of job
interest, and less innovation.

16
 Relationship between Absenteeism and Job Satisfaction .According to Luthans
(1995), research has generally revealed a consistent inverse relationship between
job satisfaction and absenteeism, i.e. when satisfaction is high, absenteeism tends
to be low and when satisfaction is low, absenteeism tends to be high. Even though
this correlation has been found to be rather moderate, the underlying assumption is
that absence is at least in part, the result of dissatisfaction on the job (Anderson,
2004; Hardy, Woods & Wall, 2003).

17
According to Johns, 1996, the effects of Job Satisfaction will be more evident from
the frequency of absences rather than from the total number of days absent.
However, even though it makes sense that dissatisfied employees are more likely
to miss work, absenteeism is a complex variable and is influenced by multiple
factors. (Robbins,1998; Robbins, Odendaal & Roodt, 2003; Spector, 1997). An
employee might therefore be absent for various other reasons, than being
dissatisfied with the job. These reasons include family responsibilities, genuine
illnesses and absence policies governing absence behaviour in organisations.
Looking at absence policies, it is expected that

18
19
“the satisfaction-absenteeism relationship would be weaker in organisations with a
clearly communicated absence policy entailing low tolerance for absenteeism,
close monitoring of absence behaviour and disciplinary action .On the other hand,
Robbins et al. (2003) note that organisations with liberal sick leave benefits might
be encouraging their employees to take sick leave. It is important for organisations
to understand the implications of satisfaction on the job as it might lead to
absenteeism, which in turn can become a costly problem to employers.

II-b. JUSTIFICATION OF THE STUDY

I ndiscipline in workplace has always been a major problem in the Indian industry.
Absenteeism, assaulting, thefts, negligence of work etc are encouraged owing to the
lenient policies of the management. Sickness and Social or Religious, Economical and
Psychological reasons are the usual excuses given. Employees are least concerned with
quality of the job being performed in the organisation. They are very much reluctant in
maintaining the entry and exit time. It has been found that the rate of absenteeism is
continuously showing an upward trend (~ 40% of the labour force), which directly or
indirectly hampers the production and distorts the work culture.Frequent theft cases
provide drainage to the limited resources. People or workers normally hold a high sense
of security or protection in this type of organisations like D.S.P. and they pay less
attention on laid down disciplinary action from work.

This study is performed to have an insight of the influence of the Disciplinary Procedure
of Sob satisfaction and the different clauses of Disciplinary Actions which may be taken
against misconducts by managements. It is obligatory on part the management to analyse
and study the causes of indiscipline and then take the necessary action in the matter to
rectify and motivate employees’ behaviour as they are the heart of the industry.

As management has to take decision against misconduct, they should have set down
Disciplinary Action Framework which may be used to take immediate and uniform
disciplinary action. In this context there is a research gap.

20
21
 Chapter III.
OBJECTIVE OF THE STUDY

22
OBJECTIVE OF THE STUDY
My objectives of the study is —

1) To find out the importance of Disciplinary Procedure on the overall Job

Satisfaction of an employee.

2) To measure the efficacy of the impact of various clauses of Disciplinary Action

against misconducst.

23
 Chapter IV.
DATA AND METHODOLOGY

24
DATA & METHODOLOGY
STUDY DESING:
EXPLORATORY TYPE

The Sample
For the present study, data was collected with the help of structured questionnaire from
50 employees (Among 14000) working in various departments in DSP through
convenient sampling.

Data collection

1. Primary data- personal interviewee, eye to eye contact, body

language.

2. Secondary data- Company’s website, office file.

The Instruments
Job Satisfaction

The influence of different variables on job satisfaction was measured on a 5 – point

Liikert Scale (1→ Least Satisfactory, 5 → Most Satisfactory).

Disciplinary Actions

We took different clauses of Acts of Misconducts & Penalties for Misconducts from DSP
Standing Orders and prepared a questionnaire and collected responses from 50 employees
about what disciplinary action may be taken against a particular misconduct. The
responses were collected on 5 – point Liikert Scale (1→ Strongly Disagree, 5 → Strongly
Agree).

Analysis

Analysis of data was conducted by using statistical tool Z – tool. We also used Analysis
of Variance for the impact of Disciplinary Procedure on Job Satisfaction and to see if
there is any discrimination in Z – test or not

Problem faced.
3. Shortage of sufficient time.

25
4. Sometimes interviewees were non co-operative as they doubted me as
representative of management

26
 Chapter V.
RESULT AND DISCUSSION

27
 Table No. I
Showing the Designation of interviewees

Designation Total
Executive Non-Executive
Technical Administration Technical Administration
14 11 15 10 50

16

14 Executive Technical

12
Executive Administrative
10
Executive Administrative
8

6 Non- Executive Technical

4
Non- Executive
2 Administrative
0
No. Of Employees

Table No. II
Showing the Age Group of The Interviewees
Age group Total
25 - 35 36 - 45 46 – 55 56 and above
9 20 12 9 50

No. Of Interviewees

18% 18%

25-35
36-45
Table No. III 46-55

Showing the 24%

40%
56 & Above

qualification
of the
interviewees
Qualification Total
Under Graduate Graduate Post Graduate
28
 13 25 12 50

No. Of Employees

24% 26%

Under Graduate
Graduate
Post Graduate

50%

Table No. IV
Showing the Income Group of the interviewees
Income Group Total
10,000 – 20,000 21,000 – 30,000 31,000 – 40,000 41,000 – 50,000
18 17 09 06 50

No. Of Persons

12%
36%
18% 10,000-20,000
21,000-30,000
31,000-40,000
41,000-50,000

34%

Table No. V
Showing the rate of variables which influence job satisfaction

Rating
29
 Attributes 1 2 3 4 5 MEAN
Nature of the job 06 04 10 14 16 3.8
Job Security 03 05 06 14 22 3.94
Salary Package 02 10 17 12 09 3.32
Working Condition 02 04 17 17 10 3.58
Peers Interaction 00 11 13 17 09 3.48
Relation with Management 00 06 11 20 13 3.8
Disciplinary Procedure 04 12 14 15 05 3.1
HR Policies 02 06 20 14 08 3.4
Grievance Handling Procedure 04 09 22 11 04 3.04
Training and Development 06 07 17 16 04 3.1
Responsibility and Authority 03 07 11 20 09 3.5
Feed Back Procedure 06 22 45 52 25 3.0
Scope of Knowledge, Skill Enhancement 07 06 14 15 08 3.22
Clearly Defined Goal 07 04 12 13 14 3.46

4.5
4
3.5
3
2.5
2
1.5
1 Mean value of variable
0.5 influence
0
Average value
or ry ecu b
io Pe king pack rity

de en re
o t
y p ge on
Re ain dl H ced ent

of Fe ility eve edu s

Di w ers Co age
in a ra n

l
sk ed & lop re
kn ack uth en
Cl wle pro rity
a s jo

on g & p o e

oa
c e
ipl M te tio

rly ge du
sp in ng R p ur

fin ...
sib D ro lici
ar na cti

ill, b A m
ro m
Sa Job the

eg
ea d ce
cs ith in di
of
re
tu

l
Na

o
W

Tr an
H
n

ce
lat

an
Re

iev

e
op
Gr

Sc

It is shown from the figure that Nature of the job, job security, and relation with
management are the major factors which influences Job Satisfaction of an
employee .

30
 Table No. VI
Showing Views of interviewees regarding Disciplinary Action

Rating
Statements 1 2 3 4 5 Mean
I know every rule & regulation of 00 03 06 27 14 4.04
DSP and obey sincerely.
Punishment of 1st misconduct should 04 09 03 24 10 3.54
not be more than warning.
Efficient employees should be 05 12 07 18 08 3.24
considered for minor punishment
Every charge sheeted employee 00 02 00 18 30 4.52
should be given full scope to define
himself
Repetition of minor misconduct 01 06 05 20 18 3.96
should be treated as major
misconduct.
Employee giving false information 00 02 05 15 28 4.38
about age, caste, qualification should
be terminated.
An employee should be demoted to 04 03 05 18 20 3.94
one lower grade for misconduct like
fraud, theft, negligence of work.
Stoppage of increment is best 02 06 10 16 16 3.76
punishment against gambling,
drunkenness, bigamous marriages.
Leaving workplace before finishing 02 08 10 20 10 3.56
office hour should be granted as
absentees.
Any external factor (Power, Policies, 02 04 10 10 24 4.00
and Position) should not influence
disciplinary procedure.
Frequent absenteeism without 00 07 08 21 14 3.84
showing any valid reason employees
should be suspended without wage
for a period not exceeding four days.
Disciplinary action should be taken 01 02 10 20 17 3.96
immediately at least within 3
months.
DSP standing orders is very much 01 03 13 21 12 3.8
31
effective.

Table No. VII

Views of interviewees regarding ‘Is there any role of disciplinary action on job
satisfaction’

Is there any roll of disciplinary action on job satisfaction? Yes No

No. of interviewee responses. 28 22

Is there any roll of Disciplinary Action

in J ob satisfaction
Is there any roll of Disciplinary Action in J ob satisfaction

42%
No

56%
Yes

32
 Table No. VIII
Hypothesis Testing applying Z – test as Statistical Tool
Null hypothesis H0: μ = 3
Alternative hypothesis H1: μ > 3

Estimated Critical Z
Sample
Mean Population Calculated value of 5% Inference
Hypotheses Standard
rating Standard Z value significance Drawn(H1)
Deviation
Deviation level

I. Disciplinary
Procedure
influences 3.1 1.128 0.15 0.667 1.645 Rejected
employees’ job
satisfaction

II. Punishment
of first
misconduct
3.54 1.22 0.172 3.14 1.645 Accepted
should not be
more than
warning

III. Efficient
employees
should not be
3.24 1.258 0.178 1.41 1.645 Rejected
considered for
minor
punishment

IV. Every 4.52 0.707 0.1 15.2 1.645 Accepted

charge-sheeted
employees
should be

33
given full scope
to defend
himself

V. Repetition
of minor
misconduct
should be 3.96 1.06 0.15 6.4 1.645 Accepted
treated as
major
misconduct

VI. Employee
giving false
information
about age,
4.38 0.83 0.117 3.24 1.645 Accepted
caste,
qualification
should be
terminated

VII. An
employee
should be
demoted to one
3.94 1.22 0.173 5.43 1.645 Accepted
lower grade
for misconduct
like fraud,
theft.

VIII. Stoppage
of increment is
the best
punishment
against 3.76 1.15 0.163 4.66 1.645 Accepted
gambling,
drunkenness,
bigamous
marriages

34
IX. Leaving
workplace
before
finishing office 3.56 1.1 0.16 3.5 1.645 Accepted
hours should
be granted as
absenteeism

X. Any
external factor
(power,
politics,
position) 4.00 1.18 0.167 6 1.645 Accepted
should not
influence
disciplinary
procedure

XI. Frequent
absenteeism
without
showing any
valid reason,
employees
3.84 0.98 0.137 6.13 1.645 Accepted
should be
suspended
without wage
for a period
not exceeding
four days

XII.
Disciplinary
action should
be taken 3.96 0.94 0.133 7.21 1.645 Accepted
immediately at
least within
one month

35
XIII. D.S.P.
Standing
3.8 0.94 0.133 6.01 1.645 Accepted
Order is very
much effective

The mathematical formulas used for applying Z – test are given below:

Sample Mean

x=
∑xifi
∑ fi

Sample Standard Deviation

fi ( x − x ) 2
=
N −1

Estimated Population Standard Deviation

σ
σx =
η

Calculated Z value

x − µH 0
Z=
σx

Findings from Table No. VIII

Hypothesis – I
From Table No. VIII we can find the hypothesis –I is rejected.

It means, Disciplinary Procedure has least influence on job satisfaction.

36
But discipline develops a spirit of tolerance and desire to make adjustments, an
atmosphere of respect for human personality and human relation, increases working
efficiency, morale of employees, responsibility. Thus it increases the level of overall job
satisfaction of employees.

Hypothesis – II
From Table No. VIII we can conclude that hypothesis –II is accepted.

It means, punishment of 1st misconduct should not be more than warning. It is statistically
significant. Human nature is to make mistakes. But we also have to see the type of the
misconduct (major or minor), past history of the employee.

Hypothesis – III
Table No. VIII we can find the hypothesis –III is rejected.

Thus it is statistically significant that efficiency of employees should not influence the
disciplinary action. Disciplinary action should be taken against the misconduct not seeing
the delinquent.

According to Hot Stove Rule, disciplinary action should be taken in the same way for
each and everybody.

Hypothesis – IV
From Table No. VIII it is statistically significant that every charge-sheeted employee be
given full scope to defend himself. A punitive action must satisfy the principle of natural
justice. The management must act without bias and without vindictiveness and its
disciplinary action must be based on justice and fair-play. The punishment should be
commensurate with the gravity of the offence. An individual is presumed to be innocent
until he is proved to be guilty. The burden of proof is on the employer and not on the
employee.

Hypothesis – V
Hypothesis –V is accepted. It means it is statistically significant that repetition of minor
misconducts (absenteeism, late coming, etc) may be treated as major misconduct. It is
mandatory to change the behaviour of the employee before it becomes a habit because it
not only hampers productivity but also destroys work-culture and it creates bad
impression on the other employees also.
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Hypothesis – VI
Employees giving false information about age, caste, qualification must be terminated. It
is statistically significant, because he might not be a worthy person for the job as well as
he deprives one who is more worthy. An immoral person can never work properly.

Hypothesis – VII
From Table VIII we can conclude that it is statistically significant that an employee
should be demoted to one lower grade for misconduct like fraud or theft.

Fraud person not only cheats with the company but also destroys work-culture and work-
environment. Theft means leakage of limited resources. It is harmful for the company
welfare.

Negligence of work can be treated as minor misconduct. According to one senior

responsible interviewee the punishment for negligence of work should be to “Let people
attend duty but don’t give any work for one month.”

Hypothesis – VIII
It is statistically significant that stoppage of increment is the best punishment against
gambling, drunkenness, bigamous marriages. Gambling destroys work-culture,
drunkenness during working hours enhances the probability of accidents. It is disturbs
production. Bigamous marriage is a social offence, it should be stopped.

Hypothesis – IX
It is statistically significant that leaving workplace before finishing office hours should be
treated as absenteeism. It has been a general behavioural nature of employees of late
coming and early leaving of workplace. It hampers productivity.

Hypothesis – X
It is statistically significant that any external factor (power, politics, position) should not
influence disciplinary procedure. The rules must be uniformly enforced for their proper
acceptance. They must be applied fairly and impersonally. In other words, all defaulters
should be treated alike, depending upon the nature of their offence and past record. Any
discrimination or favouritism in this regard is likely to create discontent among the
employees.

Hypothesis – XI
It is statistically significant that for frequent absenteeism without showing any valid
reason employee should be suspended without salary for a period not exceeding 4 days.
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Absenteeism has been a matter of great concern mainly in Indian industries. It causes loss
of man-days and hence decreases production, mal utilisation of resources. Its increasing
rate should be stopped.

Hypothesis – XII
It is statistically significant that disciplinary action should be taken immediately.

Disciplinary action should be like burning sensory of hot stove – immediate and
effective. Delay of disciplinary action causes de motivation to the employees, losses of
man-days, and at decrease in rate of production.

Hypothesis – XIII
It is statistically significant that that DSP standing order is very much effective.

Application of ANOVA Technique

Apart from Z – test, again ANOVA is applied to see whether there is any discrimination
in the result, that there is no influence of Disciplinary Procedure on Job Satisfaction.

For this total sample is divided into two main categories — i) Executive and ii) Non-
executive. Then again each category is divided into two sub-categories.

Total four categories are:-

i) Executive Technical
ii) Executive Administrative
iii) Non- Executive Technical

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 iv) Executive Administrative

Executive Non-Executive
Technical Administrative Technical Administrative
3 5 4 2
1 4 2 5
4 3 3 3
4 3 3 5
3 2 4 4
4 5 3 4
4 4 2 5
2 5 2 4
3 2 1 5
4 5 3 3
1 3 3
3 2
5 4
3 1
3
n1=14 n2=11 n3=15 n4=10

Mean
μ1=3.14 μ2=3.73 μ3=2.67 μ4=4

Now

Null hypothesis H0: μ1= μ2= μ3= μ4

Alternative hypothesis H1: μ1≠ μ2≠ μ3≠ μ4

Findings

Mean of sample mean (μ) 3.3

Estimated variance between column ( σ b = ∑n j ( µj − µ) 2

2

) 13.66

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 ∑( n
( 2 − 1)σ 2j
σw =
j
Estimated variance within between column (n − k )
1.194
)
No of categories (k) 4

( )
2
σb
11.44
Calculated F value 2
σw

Critical value of F3...46 2.84

∴ Null hypothesis H0 is rejected.

H1 is accepted.
∴ μ1≠ μ2≠ μ3≠ μ4

Conclusion drawn
Apparently applying Z – test we can say that disciplinary procedure has the least
influence on employees’ job satisfaction.

But applying ANOVA we found –

i) Disciplinary procedure influences job satisfaction of mainly the employees

who are involved in administration work. The technical people are least
concerned about disciplinary procedure.
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ii) Designation plays an important role on employees’ job satisfaction as the
average opinion of each category is not the same.

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