DISCIPLINE

1) INTRODUCTION: Discipline is required for both the organization and the individual. In the organization it is needed to regulate the behavior of people, maintain peace and channel their efforts towards organizational goal. Sad to sate, most people do not exercise self discipline and this fact makes external control necessary for brining order within an organization.

CONCEPT

Discipline is not a glamorous term. It is viewed with fear and suspicion in organization. The multiple explanations advanced by different expert in the filled have only added to the prevailing confusion.

NEGAIVE DISCIPLINE

Traditionally, discipline is interpreted as a sort of check or restraint on the freedom of person. Discipline is used to the act of imposing penalties for wrong behavior. If employees fail to observe rules, they are punished. Discipline is the force that prompts an individual or a group to observe the rules, regulations and procedures which are deemed to be necessary to the attainment of an objective,

POSITIVE DISCIPLINE

Employees comply with rules not out fear of punishment but out of an inherent desire to cooperate and achieve goals. Where the organizational climate is market by two-way communication, clear goals, effective leadership, adequate compensation employees need not be discipline in the traditional way. Positive discipline, according to Spriegel enables an employee, to have a greater freedom in that he enjoys a greater degree of self-expression in striving to achieve the objective, which he identifies as his own.

2)DIFFEREANCE BETWEEN POSITIVE & NEGATIVE DISCIPLINE :

Point

Negative Discipline

Positive Discipline

Concept

It is adherence to established It

is

the

creation climate

of in

a an

norms and regulation, out of conductive fear of punishment.

organization so that employees willingly confirm to the

established rules Conflict Employees do not perceptive There is no conflict between the corporate goals as there individual and organizational own. goals. exercise self-

Supervision Require intense supervisory Employees

control to prevent employees control to meet organizational from going off the track. object ivies.

3)SELF DISCIPLINE AND CONTROL:

Behavioral scientist view discipline as a self- control to meet organizational objectives. Megginson clarified the term thus. By self- discipline he mans the training that correct, moulds and strengthens. It refers to ones efforts at self control to certain needs and demands. This form of discipline is raised on to psychological principles. First, punishment seldom produce the desired result. Often, it produce undesirable result. Second, a self- respecting person tends to be a better worker than one who is not.

4)PROGRESSIVE DISCIPLINE:

The concept o progressive discipline states that penalties must be appropriate to the violation. If inappropriate behaviour is minor in nature and has not previously occurred an

oral may be sufficient. If the violation requires a written warning, it must be done according to a procedure. After written warnings, if the conduct of the employees is still not along desired lines, serious punitive steps could be initiated. In case of major violations such has hitting a supervisor may justify the termination of an employee immdiately. In order to assist a manager to recognize the proper level of disciplinary action, some firms have formalized the procedure.

5)THE RED HOT STOVE RULE:

Without the continual support of the subordinate, no manager can get things done. But disciplinary action against a delinquent employee is painful and generates resentment on his part. According to the Red Hot Stove rule disciplinary action should have following consequences: A} Burns immediately: If disciplinary action is to be taken, it must occur immediately so the individual will understand the reason for it. With the passage of time, people have tendency to convince themselves that they are not fault.

B} provides warning: It is very important to provide advance warning that punishment will follow unacceptable behaviour. As you move closer to hot stove you are warned by its heat that will be burned.

C} Burns impersonally: Disciplinary action should be impersonal. There are no favorites when this approach is followed.

6)JUSTICAL APPROCH TO DISCIPLINE:

The Industrial Employment Act was passed in 1946 with a view to improve the industrial relation climate. The Act requires that all establishment must define the service rules and prepare standing order. The term Standing order refers to the rules and regulation which governs the condition of employment of workers. They indicate duties and responsibility on the part of both the employer and the employees. The standing order contains rules relating to classification of employees, working hours, holidays, shift working, attendance, leave,

suspension, stoppage of work, redreassal of these terms and condition may lead to misconduct or indciplpine.

DISCIPLINARY ACTION:

Though there is no rigid and specific procedure for taking disciplinary action, the disciplinary procedure followed in Indian industries usually consist of the following steps: a. Issuing the letter of charge: When a employee commits an act of misconduct that required disciplinary action, the employee concerned should be issue a charge sheet. Charges of misconduct or indiscipline should be clearly and precisely stated in the charge sheet.

b. Consideration of explanation: On getting the answer for the letter of charge served, the explanation furnished be consider and if it is a satisfactory, no disciplinary action need be taken. On the contrary when the management is not satisfied with the employees explanation there is a need for serving a show-cause notice.

c. Show-cause notice: Show-cause notice is issued by the manager when he believes that there is a sufficient prima facie evidence of employees misconduct. Enquiry should also initiated by first serving him a notice of enquiry indicating clearly the name of enquiring officer, time, date and place of enquiry etc.

d. Holding of a full fledge enquiry: These must be in conformity with the principle of natural justice, that is the employee concerned must be given an opportunity, of being heard. When the process of enquiry is over an findings of the same are record, the enquiry officer should suggest the nature of disciplinary action.

8)DISCIPLINARY POLICY AND PRACTICE:-

Using the disciplinary process

There are two main areas where the disciplinary system is used: capability/performance and conduct.

Capability/performance

It is inevitable that at some stage all employers will encounter difficulties with the performance of their employees in the workplace (these can stem from difficulties on the part of the organization such as insufficient training and support, or a lack of leadership or inappropriate systems of work, as well as the individual who is struggling to fulfill their responsibilities). It is good practice and also more efficient that such issues are addressed informally, as and when they arise, by managers via discussions which clarify 'what good performance looks like', goal setting, support and timely positive feedback where appropriate. Only when these options have been exhausted and where there is no alternative should managers should enter a more formal disciplinary procedure. Situations where an individual is unable to do their job because of ill-health also fall into this category. In these instances an employee should be dealt with sympathetically and offered support. However, unacceptable levels of absence could still result in the employer making use of warnings.

Conduct

Employee misconduct could range from continued lateness, failure to follow a reasonable management instruction, abuse of the organizations computer system or Internet access, bullying behaviour or creating a hostile work environment, through to theft, fighting and committing criminal offences. The more grave offences may constitute gross misconduct. In all cases, even gross misconduct, an employer should attempt to follow the statutory procedures. Stages of the process If disciplinary action is to be taken, it should always have three main stages: 1] Letter 2] Meeting 3] Appeal. There must always be a full and fair investigation to determine the facts and to decide if further action is necessary.

Record-keeping

All records should be kept meticulously, as this will be vital should a case be perused at an employment tribunal. Since the burden of proof is on the employer to show that the dismissal is not unfair or unreasonable, keeping records is vital. Type of records that should be kept by employers is minutes of meetings, attendance, notes of telephone calls, copies of correspondence etc.

Handing disciplinary interviews

All line managers should be trained and supported so that they are able to carry out disciplinary meetings with their team. The HR department should be able to assist them by providing a source of independent advice on preparing for and conducting the interview, as well as sharing knowledge about similar cases in the organization and relevant legislation.

The key points to consider are:

Ensure you have investigated all the facts in advance (including consulting the individual's personal file for relevant information) and plan how you will approach the meeting. Make sure the employee knows from the letter inviting them to the meeting why they have been asked to attend and that they have a right to have a companion present. Make sure the individual has reasonable notice, ideally more than 48 hours; so that they have a chance to arrange an appropriate representative if they wish.

Make sure another member of management can be there to take detailed notes and help.

Conduct the interview.

Never pre-judge the outcome of the interview before hearing the employee's perspective. Start the interview by stating the complaint to the employee and giving appropriate statements from people involved. Give the employee ample opportunity to put forward their side of the story and call any supporting witnesses. You can also call witnesses, but they can only be in the room for the relevant part of the interview - not the duration.

Make use of adjournments: always take a break to consider and obtain any extra information you need before reaching your decision. You can also use if things become heated or people are upset during the interview. Deliver the decision (and give reasons, taking into account any mitigating circumstances), confirm review periods and ensure you give details of how to appeal. Confirm the decision in writing. It is important that everyone involved in disciplinary action understand the importance of following the correct procedure, as even if the case against an employee seems proven, they can still be deemed to have been treated unfairly if the correct procedures are not followed. An individual is entitled to be accompanied by a work colleague or trade union official at formal disciplinary and grievance interviews, and to select a companion of their choice. It would be good practice for an employer also to offer this at any purely investigatory meeting.

No action

After the meeting, the employer may decide that no action is necessary. For example, if an employee was unclear about what was expected from them and they agree to try to resolve the issue via additional support or counseling.

Warnings Alternatively, the employer may decide to give the employee a warning. An organizations policy should outline exactly what warnings will be given, but the following are likely: Recorded oral warning First written warning Final written warning. Clearly these stages represent an increase in seriousness. With the exception of extreme examples of misconduct, it would be inappropriate to 'skip stages' in the process. Ultimately, failure to reach the organizations standards may result in dismissal. Any warning should also specify a review period during which the individual receives appropriate support and their performance can be monitored. Disciplinary warnings should normally have a specified 'life' after which they are disregarded when considering any subsequent warnings. Typical timescales for the types of warning are: recorded oral warning - 6 months first written warning - 1 year

final written warning - 2 years. Where misconduct has been very serious, it may be appropriate for the warning to continue to be regarded indefinitely.