As Collins points out, the most visible sign of the authority structure is the employers use of disciplinary measures,

such as demotion or dismissal, as its primary means of achieving employee compliance with the employers instructions and commands.52 And because the employer places such importance on its power to take disciplinary action against the disobedient employee, it is inevitable that the spectre of disciplinary sanctions will sit close to the forefront of the employment relationship. It is not surprising, therefore, that employees and their representatives often become concerned that management might exercise their power to discipline workers in a harsh and unfair manner. What model for regulating employee discipline and grievances most effectively supports the policy objective of partnership at work and enhanced competitiveness? DAVID BENJAMIN HOOD.THESIS.DEPARTMENT OF LAW OF THE LONDON SCHOOL OF ECONOMICS AND POLITICAL SCIENCE.LONDON.AUGUST 2011 http://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievance s_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit. pdf http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/136/147

Some acknowledgement is given to cognitive theories, such as social learning theory and attribution theory, to help explain this sense-making process. They advise that a disciplined employees perspective on the fairness of the punishment is more pertinent than actual punishment (Ball, Trevino, & Sims Jr., 1994). Ball, G. A., Trevino, L. K., & Sims Jr., H. P. (1994). Just and Unjust Punishment: Influences on Subordinate Performance and Citizenship. Academy of

Management Journal, 299-322.

The process of discipline, including how it is given, who enforces it, and the decisions made about it, sets the stage in an organization. The disciplinary process has an effect on the perceptions and behavior of both the employee disciplined and the observers or bystanders in the workforce (Cooke, 2006) first part nung kay cooke Cooke, H. (2006). Examining the disciplinary process in nursing: a case study approach. Work Employment Society, 687-707.

Performance management is defined as the art and science of dealing with employees in a manner intended to positively influence their thinking and behavior to achieve a desired level of performance (McConnell, 2004, pp. 273-274). Corrective, disciplinary or punishment processes are part of performance management but should be delivered constructively and should always involve an explanation of why to the employee (McConnell, 2004, p. 275). McConnell, C. (2004). Managing Employee Performance. The Health Care Manager, 273-283.

Rollinson et al also studied the disciplinary process, specifically the employees perceptions of the process and the effects on their subsequent behavior (Rollinson, Handley, Hook, & Foot, 1997). They interviewed forty-four disciplined employees still with their organization and explored their disciplinary events and how it affected the employees internalization and observance of rules after the fact. Rule transgressions seemed to get worse with each step in corrective action, meaning the manager only suspected it at first, but then actually observed the transgression by the later steps. None

of the employees perceived the steps in corrective action as fair and the authors questioned if progressive discipline works for rule observance. The researchers suggested that rule observance or adhering to rules occurs when the rules are clear and clearly communicated; they are seen as legitimate; they exist for the benefit of everybody; they are enforced in an impersonal way (Rollinson, Handley, Hook, & Foot, 1997, p. 297). Additionally, the research further suggested that rule observance increases when hearings are seen as fair, lack of bias and management prejudgment and where they see equity in terms of treatment and outcomes (Rollinson, Handley, Hook, & Foot, 1997, p. 297). Interestingly, rule observance decreases where social support is received from colleagues (Rollinson, Handley, Hook, & Foot, 1997, p. 297). Good post-handling relations with the manager could lead to better rule internalization and observance (Rollinson, Handley, Hook, & Foot, 1997, p. 297).

Rollinson, D., Handley, J., Hook, C., & Foot, M. (1997). The Disciplinary Experience and its Effects on Behaviour: An Exploratory Study. Work Employment Society , 283-311.

Outcomes of Performance Disciplinary Actions in a Healthcare Organization THESIS Julie Ann Meddles, B.S. Graduate Program in Allied Medicine The Ohio State University 2012 https://etd.ohiolink.edu/rws_etd/document/get/osu1354290508/inline