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LESSON 36: DISCIPLINE Co n t e n t s :
D e fi f i n it it io io n
Another definition of ‘positive’ and ‘negative’ discipline makes the distinction between methods of maintaining sensible conduct and orderliness o rderliness which which are technically technically co-operative, and those based on warnings warnings,, threats and punishments.
Ty p e s o f d i s c ip ip l i n a r y situations D is is c i p l in i n a r y A ct ct i o n Re la l a t i o n s h ip ip m a n a g e m e n t i n disciplinary situations D is is c ip ip l in in a r y i n t e r v i e w s Th e c o n t e n t o f t h e d i s ci c i p li l i n a r y i n t e r v ie ie w Th e A CA CA S Co Co d e o f P r a c t i c e S ym y m p t o m s o f In In d i s ci ci p li li n e P r in in c i p l e o f N a t u r a l Ju Ju s t i ccee Es s e n t i a l s o f G o o d D is is c ip ip l i n a r y P r o c e d u r e
Learning Objective in this Lesson By the end of this lesson, you should be able to learn: Ø What is Discipline Nature of Discipline Ø How can the management maintain Discipline Ø Essentials of a Good Disciplinary Procedure Ø
MS 22B - Eddie Corbin, Lect ur er
(a) Positive (or constructive) discipline relates to procedures, systems and equipment in the work place which have been designed specifically specifically so that t hat the t he employee hasno hasno option but to act in the desired manner to complete a task safely and successfully. A machine may, for example, shut off automatically if its safety guard guard is not in place. (b) Negative discipline is then the promise of sanctions of sanctions designed to make people choose to behave in a desirable way. Disciplinary action may be punitive (punishing an offence), deterrent (warning people not t o behave in th at way) way) or reformative (calling attention to the nature of the offence, so that it will will not happen again). again). The best discipline is self-discipline. Even before they start to work, most mature people accept th e idea that following following instructions and fair rules of conduct are normal responsibilities that are part o f any job. job. Most team members can can therefore th erefore be counted on to exercise exercise self-discipli self-discipline. ne. As you you will observe th at this lesson has b een discussed in not much detail. The reason being that you would would have covered th is in your earlier courses. And I assumed you have ample knowledge on the t he lesson already (?). (?). Therefore dear stud ents, happy revision! Type s o f Disci Discipli plina na ry Situat ions There are many types of disciplinary situations which require attention by the manager. Internally, Internally, the most frequently occurring are these.
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Excessive absenteeism
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Poor timekeeping timekeeping
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Defective and/ or inadequate work performance
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Dear students, you must have heard this word being used all through school and college life. This won’t leave you you even when you leave college and join a business organization. Discipline means adherence to rules, regulations, regulations, procedures, and standards is the discipline, orderliness, and obedience. Definition: Discipline can be considered as: ‘a condition in an enterprise in which which there is or derliness derliness in which which th e members of th e enterprise behave sensibly and conduct themselves according to the standards of acceptable behaviour as related to the goals of the organisation’.
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Poor attitudes which influence the work of others or reflect on the image of the firm Breaking Breaking rules regarding regarding rest periods and other time schedules
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Improper personal appearance
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Breaking Breaking safety safet y rules
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Other Oth er violations violations of rules, rules, regulations regulations and procedures
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Open insubordination such as the refusal to carry out a work assignment.
Just for laugh laugh s: Company Memo To: All Emp loyees loyees From: D irector, Administrative Services Services Subject: Excessive Absences
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Due to the excessive excessive number of absences from the o ffice, ffice, the following rules and procedures will be put into effect as of this date: G P E O P L E
SICKNESS: No excuse. We will no longer accept your doctor’s statement as proof, as we believe that if you are able to go to the doctor YOU are able able to come to work. DE ATH: (Other t han your own) This is no excuse. There is nothing noth ing you you can do fo r them, and we are sure that someone else with with lesser position can attend t o the t he arrangements. arrangements. However, if the funeral can be held in the late afternoon, we will be glad to let you off one hour ho ur early, early, provided th at your share of th e work is ahead ahead enough t o keep th e job going in your your absence. LEAVE O F ABSEN ABSEN CE: (Surgery) (Surgery) We are no longer lon ger allowing allowing this practice. We wish to discourage any thoughts that you need an operation, op eration, as we believe as long as you you are an employee here, you will need all of whatever you have and you should not consider having anything removed. We hired you as you are and to have anything removed would certainly make you less than we bargained bargained for. fo r. DEATH: (Your own) This will be accepted as an excuse but we would like a two-week notice, as we feel it is your duty to train your successor. ALSO: Entirely too much time is being spent in the restroom. In the future, we will follow the practice of going in alphabetical order. For instance, those whose names begin with “A” will go from 8 t o 8:15, “B” will will go go from fro m 8:15 to 8:30, and so on . If you are unable to go at your appointed time, it will be necessary to wait wait until unt il the next d ay when when your t urn comes again. Signed: Signed: Th e Management Reasons inst igating D isciplinary Action •
Breach of Rule
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Act of indiscipline indiscipline committed b y somebody
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To correct a person disciplinary action is taken
Progressive Disciplinary Action The purpose o f discipli discipline ne is not punishment or retribution. Disciplinary action must have as its goal the improvement of the future behaviour of the employee and other members of the organi o rganisation. sation. The p urpose obviousl ob viously y is the avoidance avoidance of similar similar occurrences in the th e future. Let us end by understanding the important elements in the disciplinary system with the help of a diagram Elements in a Disciplinary System Employ er
Establish rules and goals
Communic ate rules and goals
Assess behavior
Modify undesirable behavior
The suggested steps of progressive disciplinary action follow ACAS guidelines. Step tep 1. 1. The infor informal mal tal talk k If the infraction is of a relatively minor nature and if the employee’s record has no previous marks of disciplinary action, an informal, friendly talk will clear up the situation in many cases. Here the manager discusses with the employee his or her behaviour in relation to standards which prevail within within t he enterprise. Step 2. Oral warning or reprima nd In t his type of interview between employee employee and manager, the latter emphasizes the undesirability undesirability of the t he subo rdinate’s rdinate’s repeated violation, and that ultimately it could lead to serious disciplinary action. Step 3. Written or official official warning These are part of the ACAS code of practice. A written warning is of a formal nature insofar as it becomes a permanent part o f the employe emp loyee’ e’ss record. record . Written warnings, not surprisingly, surprisingly, are particularly particularly necessary necessary in in un ionized situations, so tthat hat the t he document can serve as evidence in case of grievance procedures. Step 4. Disciplinary layoffs, or suspension This course of action would would be next in ord er if the employee employee has committed repeated offences and p revious steps were were of no avail. Disciplinary lay-offs usually extend over several days or weeks. Some employees may not be very impressed with oral or written warnings, but they will find a disciplinary layoff without pay a rude awakening. Step 5. Demotion This course of action is likely to bring about dissatisfaction and discouragement, since losing pay and status over an extended period of time is a form of constant punishment. This dissatisfaction of the demoted employee may easily spread to co-workers, so most enterprises avoid downgrading as a disciplinary measure. Step tep 6. 6. Disc Dischar harge ge Discharge is a drastic form of disciplinary action, and should be reserved reserved for the most serious offences. For the or ganisation, ganisation, it involves waste of a labor resource, the expense of training a new employee, and disruption caused by changing the make-up of th e work team. There also may be damage to the morale of the group. Activity 6 (15 minutes) How (a) accessible and (b) clear are the rules and policies of your organisation/ office: do people really know what they are are and are not supposed to do. Have a look at the rule book or procedures manual in your office. How easy is it see - or did you get referred referr ed elsewhere? elsewhere? is the rule book boo k well-indexed well-indexed and cross-referenced, and in language that all employees will understand? How (a) accessible and (b) clear are the disciplinary procedures in your office? Are the employees’ rights of investigation and appeal clearly set out, with ACAS guidelines? Who is responsible for discipline?
Employees
Relationship Mana gem en t in Disc Discipl iplinary inary Situa Situa tions Even if the manager uses sensitivity and judgement, imposing disciplinary action tends to generate resentment because it is an
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unpleasant experience. The challenge challenge is to apply the necessary disciplinary action so that it will be least resented.
Step 4. The organisation’s expectations with regard to future behaviour/ behaviour/ performance should be made clear. clear.
(a) (a) Immediacy Immediacy means that after noticing the offence, the manager proceeds to take disciplinary action as speedily sp eedily as possible, subject to investigations while at the same time avoiding haste and on-the-spot emotions which might lead to unwarranted actions.
Step 5. The employee should be given the opportunity to comment, explain, explain, justify or deny. If h e is to appro ach the following following stage of t he interview in a positive way, way, he must not be made to feel ‘hounded’ or hard done by.
(b) Advance warning Employees should know in advance (eg in a Staff Handbook) what is expected expected of them and what the rules and regulations are.
(i) They should be specifi specificc and and quantifia quantifiable, ble, performance related and realistic.
(c) (c) Consistency Consistency of discipline means that each time an infraction occurs appro priate disciplinary disciplinary action is taken. IInconsistency nconsistency in application of discipline lowers the morale of employees and diminishes their respect for the manager. (d) Impersonality Penalties Penalties should be connected with the act and n ot based upon the personality involved, and once disciplinary action has been taken, no’ grudges grudges should be b orne. (e) Privacy As a general rule (unless the th e manager’s manager’s authority auth ority is challenged directly and in public) disciplinary action should be taken in private, to avoid the spread of conflict and th e humiliation humiliation or martyrdom of the employee concerned. Discipli isciplina na ry int erview s Preparation for the d isciplinary isciplinary interview interview (a) (a) Gathering the facts about th e alleged alleged infringement (b) Determination of the organisation’s organisation’s p osition:how osition:how valuable is the employee, potentially? How serious are his offences/ lack of progress? How far far is the organisation prepared to go to help him improve or discipline him further? (c) (c) Iden tification tification of the aims of the interview: interview:punishment? punishment? deterrent t o others? improvement? improvement? Specific Specific standards of fut ure behaviour/ behaviour/ performance required required need to be determined. (d) Ensure that the organisation’s disciplinary procedures have been followed (i) (i)
Informal oral oral warni warnings ngs (at (at least) least) have have been been given. given.
(ii) (ii) The employee employee has been been given given adequate adequate notice of the interview for his h is own preparation. (iii (iii)) The employee employee has been informed of the complaint complaint against against his right to be accompanied by a colleague or representative and so on. The Con te nt of The Disci Discipli plina na ry Int Int erview Step 1. The manager will explain the purpose of the interview. Step 2. The charges ch arges against against the t he employee will will be delivered, clearly clearly,, unambiguously and without personal emot ion. Step 3. The manager will explain the organisation’s position with with regard to t he issues involved: involved: disappointment, con cern, need for improvement, impact on others. This can be done frankly - but tactfully, with as positive an emphasis as possible on t he employee’s employee’s capacity and and responsibility r esponsibility to impro improve. ve.
Step 6. The organisation’s expectations should be reiterated, or new standards of behaviour set for the employee. employee.
(ii) (ii) They should be relate related d to a practical practical but reasonably reasonably short time period.. A date should be set to review his progress. (iii) (iii) The manager manager agrees agrees on measures to help the employee employee should that be necessary. necessary. It would demonstrate a positive approach if, for example, a mentor were appointed from his work group to help him check his work. If his poor performance is genuinely the result of some difficulty or distress outside work, other help (temporary leave, counseling or financial finan cial aid) aid) may be appropriate. approp riate. Step 7. The manager should explain explain the th e reasons behind any penalties imposed on the employee, employee, including including the th e entry in h is personnel record of the formal warning. He should also explain how the warning ‘can be removed from the record, and what standards must be achieved within a specified timescale. There should be a clear warning of the consequences of failure to meet improvement targets. Step 8. The manager should explain the organisation’s appeals procedures: if the employee feels he has been unfairly treated_ there should b e a right of appeal to a higher manager. manager. Step 9. Once it has been established established that th at the employee employee understands all the above, the manager should summarize the proceedings briefly. Records of the interview will be kept for the employee’s personnel file, and for the formal fo rmal follow-up follow-up review and any further action necessary. Activity ctivity 7 (20 minut es) Outline the steps involved in a formal disciplinary procedure (for an organisation with unionized employees) and show how the procedure p rocedure would cerate in a case of: (a) (a) Persi Persiste stent nt absentee absenteeis ism m (b) Theft of envelopes envelopes from the organis organisation’ ation’ss offices offices The ACAS ACAS Cod e of Practice This highlights the features of a good discip linary system. system. ACAS Code of PracticeDisciplinary and grievance procedures should:· be in writte written n form’ •
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specify to whom they apply (all, or only some of the employees?) be capable of dealing speedily with disciplinary matters indicate the forms of disciplinary action which may be taken (such as dismissal, dismissal, suspension or warning) warning) specify the appropriate levels of authority for the exercise of disciplinary actions
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G P E O P L E
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provide for individuals to be informed of the nature of their alleged misconduct allow individuals to state their case, and to be accompanied by a fellow employee (or union representative) ensure that th at every case case is properly prop erly investigated investigated before befo re any disciplinary action is taken ensure that employees are informed of the reasons for any penalty they receive state that no employee win be dismissed for a first offence, except except in cases of gross misconduct provide for a right of appeal against any disciplinary action, and specify the appeals procedure* The ACAS code of practice does not extend to informal ‘first warnings’, but these are an important part of the organisation’s policy: don’t forget them!
Symptoms of Indiscipline •
Absenteeism
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Go Slow Slow
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Disorderly behavior.
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Lack of concern for job
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Demand for OT
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Assault
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Late Coming
Parties Responsible •
Management
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Trade Union
The Code of Discipline is written in three parts. The first part lays lays down a common set of rules ru les for the management and the union. union. The second set of rules applies applies to the th e management and the third set of rules applies to the union. union . Essen tials of Good Good Disciplinary Procedure •
Well Well drafted (it is a part of o f S. O. S)
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Known to all
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Prompt & Fair Action
Domestic Enquiry •
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Domestic enquiry should be held before awarding awarding punishment Domestic enquiry should should be b ased on th e principles principles of natural justice.
Steps involved involved in Domestic E nquiry
Principle of Natural Justice: Before taking disciplinary action against a worker, management must hold a domestic enquiry, following the principles of natural justice. justice. This states that no man should be held guilty without getting an opportunity to explain explain his h is point of view.
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Writte ritten n Compl omplaaint
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Prel Prelimina minary ry Enqui Enquiry ry
B.1 Call Calliing of Explan Explanati ation on
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Issue Issue of Cha Charg rgee She Sheet et
B.2 prepa prepara rati tion on of Charg Chargee Sheet heet
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Sub mit E xp lan atio n
D .1 Co nsideration of Explanation
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H o lding of E n quiry
D .2 Selection of E nquiry Officer D.3 Issue of Enquiry Notice & ITS Service
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Tell the person what he has done Hear Him Give Him a Chance to defend himself
Report p rep ared by the Report by the Enquiry Officer Punishing Authority.
F.2 Awarding of Punishment/ preparation of Dismissal Letter
“RED HOT STOVE” Rules of Discipline (Douglas Mc Gregor) Th is rule draws draws an analogy between touching a h ot stove and undergoing discipline discipline •
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Don’ Don ’t to uch (warning (warning people not to touch t ouch a Red Stove.): Stove.): Give advance warning that punishment will follow unacceptable behaviour. Immediacy (Instant ‘BURN’ if you touch it.) Consistent: (Punishment is alway alwayss consistent) This means that everyone who performs the same act will be punished accordingly.
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Impersonal: Disciplinary Disciplinary action should be impersonal.
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Problems with Hot Stove Rules and Progressive Discipline
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They focus on past b ehavior ehavior
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There is the possibility that employees are disciplined in a punitive way:
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Will not build commitment into their jobs
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Will not feel better about the job or the company
F.1 Con sideration of
F.3 Service of Letter Conveying Conveying the th e Decision Before starting the process of discipline, it is essential to hold a preliminary inquiry to know if a prima facie case of indiscipline and misconduct exist. After th is, the following following steps sho uld be followed: 1. Issue of charge sheet: Once the prima facie case of misconduct is established, established, the management should pro ceed to issue a charge sheet to the employ emp loyee. ee. Charge sheet is merely a notice of the charge and p rovides the employee an an opport o pport unity to explain explain his conduct . Therefore, Therefo re, charge sheet is generally known as a slow cause notice. In the charge sheet, each charge should be clearly specified. specified. There should be b e a separate charge for each allega allegation tion and charge should not relate to any matter, which has already been decided upon. I would suggest each one of you to talk to find out how is a charge sheet prepared. We will discuss that in the next n ext class.
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2. Consideration Consideration of Exp lanation. On getting the answer for the charge sheet served, the explanation explanation furn ished should be considered and if it is satisfactory, no disciplinary action needs to be t aken. On the con trary when when the th e management management is not satisfied with the employee’s explanation, it can proceed with full-fledged enquiry. (However, if the worker admits the charge, the employer can warn him or award him punishment without without further enquiry.) enquiry.) 3. Suspension Suspension p ending E nquiry.In nquiry. In case the charge is grave that is serious, a suspension order may be served on the employee along with the charge sheet. According to the Indust rial Employment Employment (Standing Order) Act, 1946, the suspended worker is to be paid a subsistence allowance equal to one-half of his wages for the first ninety days of suspension and three-fourths of wages for the remaining period of suspension if the delay in the completion of disciplinary proceedings proceedings is not due to the worker’s worker’s conduct. What is grave will depend on the discretion of the management. It has to be decided in accordance with the Code Of Discipline. 4. Holding of Enq uiry. An enquiry officer should be appointed to hold the enquiry and a notice to this effect should be given to the concerned worker. Principle of natural justice must be followed. followed. The worker should not be denied the chance of explaining explaining himself. The enquiry enqu iry officer should give sufficient sufficient notice to the worker so that he may prepare to represent his case and make submission in his defense. Th e enquiry officer should proceed in a proper manner and examine witnesses. Fair opportunity should be given to the worker to cross-examine the management management witnesses. witnesses. On the conclusion of the enquiry, the enquiry officer should record his findings and and the t he reasons thereof. He should refrain refrain from recommending punishment and leave leave it to the t he decision of the appropriate authority. After all he is just an enquiry officer!! 5. Order of Punishmen t. Disciplinary action can be taken when the misconduct of the employee is proved. While deciding the nature of disciplinary action, the employee’s previous record, precedents, effects of the action on other employees, etc, have to be considered. When the employee feels that the enquiry conducted was not proper and the action t aken unjustified, unjustified, he must be given a chance to make appeal. appeal. The Disci D isciplinary plinary Procedure can be summarized as Issue of charge sheet
Consideration of Explanation
Suspension pending Enquiry
H olding olding of Enquiry
Order of Punishment
Summary: •
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Discipline Discipline is the force th at prompts pro mpts individuals individuals or group s to observe rules, regulati regulations, ons, standards and procedures deemed necessary for an organization.” Maintenance of discipline is a prerequisite to the attainment of maximum productivity, not only of the firm but also for the entire nation. Discipline involves the following three things. (I) Self-di elf-disci scipli pline. ne. (II) Orderly behaviour. behaviour. (III ) Punishment
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Discipline Discipline can either be positive po sitive or negative. The common causes of indiscipline are are Unfair Management Practices, Absence of Effective Leadership, Communication Communication Barriers, and and Inadequate I nadequate attention to personnel Problems, Victimization, Absence of Code of Conduct. Before starting the process of discipline, it is essential to hold a preliminary inquiry to know if a prima facie case of indiscipline and misconduct exist. The Code of Discipline is entirely voluntary in nature and is not required by law. law.
Exercises: 1)
Why is disci discipli pline ne neces necessary sary??
2)
Bring out the differenc differences es betwee between n positive positive and negati negative ve discipline.
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Outline the various various forms of indis indiscipl cipline ine and and exami examine ne the factors leading leading to t o indiscipline. indiscipline.
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Explain Explain what what do you you mean mean by the principl principlee of Natural Natural Justice.
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Write rite short short notes notes on:
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Suspension
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Dismissal
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Red Hot Stove rule
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What types types of disci discipli pline ne problems problems are are most preva prevale lent? nt?
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What type type of disci discipli pline ne problem traditional traditionally ly results results in the most severe disciplinary disciplinary action?
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In what what conditions conditions should should dismis dismissal sal be used used as a penalty? penalty?
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Should an an organisa organisation tion adopt adopt a uniform uniform hierarchy hierarchy of penalties for all offences? Discuss.
10) “You can’t can’t discipline discipline employees employees today as as you you could a generation ago.” Discuss with your grandparents and parents and find out. D iscuss the findings in in th e class. class. 11) 11) What should be the rights rights of an employee employee who who has been charged with a rules violation by his or her supervisor? 12) 2 shipping clerk clerkss come to o ffice ffice following following lunch, lunch, heavily heavily intoxicated. intoxicated. One On e has been employed employed for three t hree months and is undergoing the usual 6 months probation that all new employees employees undergo. The ot her has been with with t he company for 16 years, is a good worker and except for f or a 2-day suspension for telling telling off h is old boss a few years years ago, has a spotless record. As th eir supervisor, what would would you do? © Copy Right: Rai University
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Ca s e S t u d y :
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Questions:
“Its not easy to punish tardiness”
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What What is your your position position in regard regard to this case case?? Is every everything thing in order? order ? Who Who is at fault?
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What What would would you do if if you you were were to decide decide the case? case? Would Would you punish Babbir or let him go off the hook.
On January 20, 1994 1994 Babbir Singh Singh was hired as a mechanic for a large national automatic service service station in Mumbai. Mumbai. Babbir Babbir was to do ro utine preventive maintenance on cars that are leased leased out to various local firms from time to time. When he first commenced commenced his job, he was was scheduled to check on the time clock at 7 am. On July 25, 1995 1995 Babbir’s supervisor Rajinder called him to his office and said, “ Babbir, Babbir, I have noticed th at during July you have been late for work several several times. times. You were were on time for th e past 6 months. What can I do t o help you come on time?” time?”
Disciplinary and grievance procedures
Discipline
Babbir replied that” It would be awfully nice if you permit me to come at 8 am instead of 7 am as I h ave to travel more than 60 kms to report to work daily.” Rajinder then said “ Babbir, I am highly pleased with your overall work performance, so it does not no t matter much if your work day begins begins at 8 am.” During the t he mont h of august 1995, Babbir Babbir was late late 8 times. t imes. Another meeting followed between between the t he 2 and as a result his report ing time was was changed to 9 am. On Jan Jan 10, 1996, Raji Rajinder nder pasted p asted the fo llowing llowing notice on t he display board- “ Any employee late for work for more than thrice in any one particular month is subject subject t o termina t ermination.” tion.” On Feb 20, 1996, Rajinder Rajinder called Babbir Babbir into his cabin and gave him a letter that read- “ During Feb, 1996, you have been late for work more than 3 times. times. If this behaviour continues, you you are subject to termination”. Babbir Babbir signed the letter to acknowlacknowledge that he had received it. In April 1996, Babbir was again late 8 times offering various excuses as usual. In May and June, the same behaviour behaviou r followed. followed. In August 10, 1996 1996 Rajinder Rajinder informed Babbir that he had been fired for his tardiness. tardiness. He also also mentioned that every word of law has been scrupulously observed before t aking the harsh step. Babbir then recollected having signed some letter issued by Rajinder previously. On August 19, 1996, Babbir came with his union representatives and and demanded th at he got his job back. Babbir Babbir this time raised his violent demand on the information that another woman radhika by name working in th e stores stor es division division was late late as many times as he was was or more. Babbir furth er alleged alleged that Rajinder was punching the time clock for this woman because he was having having an affair affair with with t his woman. woman. The union r epresentative intervened that and said said that th at nearly 6 people in the company had had agreed agreed to testify to th is effecteffect- under oath. The union representative then said “ Rajinder, rules are for everyone, you cant let one person break the rule and penalize another person for b reaking reaking the same rule. You You haven’ h aven’tt follow fo llowed ed the th e rules mentioned mentioned in the Act. You have have not informed the union before befor e firing Babbir. Babbir. We will will be fighting the issue on oth er grounds ground s as well. well. Its better bet ter , you you agree to take back Babbir. Babbir.
Discipline “….can “….can be considered as: 'a condition in an enterprise in which there is orderliness in which the members of the enterprise behave sensibly and conduct themselves according to the standards of acceptable behavior as related to the goals of the organization.”
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Disciplinary Action
Discipline
Positive Discipline
Self Discipline Negative Discipline
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The informal talk
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Oral warning or reprimand
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Written or official warning
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Disciplinary layoffs, or suspension
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Demotion
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Discharge
Types of disciplinary of disciplinary situations Ø
Excessive absenteeism
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Poor timekeeping
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Defective and/or inadequate work performance
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Disciplinary interviews Ø
Gathering the facts about the alleged infringement
Poor attitudes which influence the work of others or reflect on the image of the firm
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Determination of the organization's position
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Identification of the aims of the interview
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Improper personal appearance
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Breaking safety rules
Ensure that the organization's disciplinary procedures have been followed
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violations of rules, regulations and procedures
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Relationship management in
“RED HOT STOVE” ST OVE”
disciplinary situations
G P E O P L E
•Rules of Discipline Discipline given given by Douglas Mc Mc Gregor Ø
Immediacy
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Advance warning
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Consistency
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Impersonality
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Privacy
•This rule draws an analogy between touching a hot stove and undergoing discipline
Principle of Natural Justice This states that no man should be held guilty without getting an opportunity to explain his point of view.
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