Disciplinary Action

Discipline
Discipline is the force that prompts an individual or a group to observe the rules, regulations, & procedures which are deemed to be necessary to the attainment of an objective

Aims & Objectives

To obtain willing acceptance of rules, regulations & procedures so that goals are achieved To impart an element of certainty despite different behavioral patterns Develop spirit of tolerance To provide direction To create an atmosphere of respect To increase working efficiency

Disciplinary Action
The means by which various procedures & techniques are used to bring about a controlled state of affairs

Forms & Types of Disciplinary Action

Self imposed/ Positive Discipline Enforced/Negative Discipline

Positive Discipline
Involves creation of an attitude of mind & organizational climate in which employees willingly conform to rules & regulations Also known as co-operative, determinative or self discipline Principle of positive motivation

Positive Discipline
Leads to mutual respect, team spirit, respect for supervisors, willingness to cooperate .. Refers to rewards, appreciation, constructive support, reinforcement of approved personnel actions & behavior, incentive payments, promotions to motivate employees to extend their cooperation to the management & work willingly, effectively & competently

Negative Discipline
People forced or constrained to obey orders failing which they have to suffer penalties. Also known as enforced, punitive, corrective, or autocratic discipline Used when disregard orders, indulge in anti social activities, or are negligent and do not respond to positive motivational techniques

Negative Discipline
Involves use of techniques such as

Reprimand Fines Lay offs Demotions Transfers

Positive & Negative discipline

Point Concept Negative Discipline Positive Discipline

It is adherence toIt is the creation of a conducive established norms &climate in an organization so regulations out of fearthat employees willingly of punishment confirm to the established rules

Conflict

Employees do notThere is no conflict between perceive the corporateindividual & organizational goals as their own goals

Supervision Requires intenseEmployees exercise self control supervisory control to meet organizational objectives

Approaches to Discipline
Incorrect

Positive

Preventive

Incorrect Discipline
Incorrect techniques used by managers
Punitive Discipline Negative Feedback Late Intervention Labeling employees not behavior Misplaced Responsibility

Preventive Discipline
Proactive approach Selection Congruence between employee goals & organizational goals Training & Development performance Communication Of policies & procedures Constructive feedback Grievance redressal mechanism - To ensure good

Positive Discipline
Problem solving approach Steps 1. 2. Fixing responsibility for ensuring discipline Communicating organizational policies, procedures & rules 3. Communicate performance expectations & penalties for violation 4. 5. 6. Collect data about disciplinary violation Administer Progressive discipline Administer Corrective Counseling

Acts of Indiscipline/ Misconduct

A misconduct is a transgression of some established & definite rule which does not leave any discretion of action to the employees. An act or conduct which is prejudicial to the interests of the employer Disciplinary problems classified on the basis of the severity of consequences which flow from them

Minor infractions Major infractions Intolerable offences

Disciplinary problems
Minor infractions Cause little harm, in isolation has no serious consequence but may become serious. Ex Negligence, Alcohol while at work, Attendance issues, carelessness Major infractions Acts which substantially interfere with the orderly operations of an organization, which damage morale or are an accumulation of minor offences. Ex Refusal to carry out orders, cheating, stealing, violating rules Intolerable offences Offences of illegal & drastic nature that they severely strain or endanger employment relationships & are full of threat & menace to most people. Ex- Possession or use of weapons, smoking in hazardous places, use of hard drugs on the job

Causes of Indiscipline or Misconduct

Non placement of right person at right job Undesirable behavior of senior officials Faulty evaluations by executives, discrimination, favoritism Lack of upward communication Lack of proper rules & regulations Absence of good supervision Weak, flexible leadership Rigidity, multiplicity of rules Bad working conditions Inborn tendencies to flout rules Workers personal problems Misunderstanding, distrust among workers

Principles for Maintaining Discipline

Location of responsibility Proper formulation & communication of rules Rules & regulations should be reasonable Equal treatment Disciplinary actions should be taken in private Promptness Disciplinary policy should be preventive rather than punitive Provisions for appeal & review should be in place

Just Cause Standard of Discipline

Failure to answer yes to one or more of these questions suggests that discipline may have been arbitrary or unwarranted.

Notification disciplinary conduct?

Was employee forewarned of consequences of his or her

Reasonable Rule Was the rule the employee violated reasonably related to safe and efficient operations? Investigation Before the Discipline Did managers conduct an investigation into misconduct before administering discipline?

Just Cause Standard of Discipline

Fair Investigation Was investigation fair and impartial? Proof of Guilt Did investigation provide substantial evidence or proof of guilt? Absence of Discrimination Were rules, orders and penalties of disciplinary action applied without discrimination? Reasonable Penalty Was disciplinary penalty reasonably related to seriousness of rule violation?

McGregors Red Hot Stove Rule

Disciplinary action should follow Red hot stove rule, i.e., corrective actions should be like the results of touching a red hot stove Immediate Impersonal

Consistent

Foreseeable

Types of Disciplinary Action

Verbal warning Written warning Suspension Demotion Transfers Pay Cut Dismissal

Disciplinary Procedure
Discipline is progressive, since it progresses sequentially, chronologically & systematically through a prescribed series of steps or events

Steps in Progressive Disciplinary Action Verbal warning Written warning Suspension Discharge

Typical Program of disciplinary Actions for various Offences

Type of Offence First Offence Second Offence Warning Third Offence Fourth Offence Discharge

Unexcused Absence

Warning

Suspension

Carelessness Leaving work without permission

Warning Warning

Warning Suspension

Suspension Discharge

Discharge -

Slowdown on Production Warning

Suspension

Discharge

Insubordination Theft Willful damage to property

Warning Discharge Discharge

Discharge -

Disciplinary Procedure
Charge Sheet is Framed & Issued Receipt of Explanation Issue of Notice of Enquiry Holding enquiry The Findings Decision Communication of the Order

Code of Discipline in the Indian Industry

Formed on the recommendations of the Indian Labor Conference, 1957 It required employers & workers to utilize the existing disputes. Laid down principles of discipline governing Indian Industries machinery for the settlement of

Principles of Discipline
No lock out or strike without due notice No recourse to go-slow tactics No deliberate damage to plant or property No indulgence in acts of violence, coercion, intimidation No unilateral action in connection with any industrial matter Use of existing machinery for settlement of disputes Speedy implementation of awards & agreements Avoid agreements likely to destroy cordial industrial relations

Industrial Employment (Standing Orders) Act, 1946

An Act that requires employers in industrial establishments to formally define conditions of employment under them Scope: It applies to every industrial establishment wherein 100 or more workmen are employed, or were employed on any day of the preceding 12 months. Model Standing Orders prescribed by government Provisions in the Act

Submission of draft standing orders Certification of standing orders Appeals Register of Standing Orders

Matters to be provided in Standing Orders under this Act

1. Classification of workmen, e.g., whether permanent, temporary, apprentices, probationers, or badlis. 2. Manner of intimating to workmen periods & hours of work, holidays, pay-days & wage rates. 3. Shift working. 4. Attendance & late coming. 5. Conditions of, procedure in applying for, & the authority which may grant leave & holidays. 6. Requirement to enter premises by certain gates, & liability to search.

Matters to be provided in Standing Orders under this Act.

7. Closing & reporting of sections of the industrial establishment, temporary stoppages of work and the rights & liabilities of the employer & workmen arising there from. Termination of employment, & the notice thereof to be given by employer & workmen. Suspension or dismissal for misconduct, & acts or omissions which constitute misconduct.

8. 9.

10. Means of redress for workmen against unfair treatment or wrongful actions by the employer or his agents or servants. 11. Any other matter which may be prescribed.