EMPLOYEE DISCIPLINE
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-INTRODUCTION -MEANING AND DEFINITION -NATURE OF DISCIPLINE -OBJECTIVES -COMPONENTS OF DISCIPLINE -DISCIPLINARY ASPECTS -ORGANISATIONAL DISCIPLINARY LINE -EMPLOYEE PROBLEM -IMPORTANCE OF DISCIPLINE -POSITIVE EMPLOYEE DISCIPLINE -INDISCIPLINE -APPROACHES -HOT STOVE RULE HOW TO DEAL WITH DISCIPLINARY? -CONCLUSION
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EMPLOYEE DISCIPLINE
- 1. EMPLOYEE DISCIPLINE HUMAN RESOURCE MANAGEMENT
- 2. HRM Jithin Omanakuttan Introduction Employee performance and behaviour is expected to contribute toward the achievement of the organization's goals and objectives. When an employee's performance or behaviour is unsatisfactory, corrective action must be taken. Corrective action will follow the process of progressive discipline when the situation is a result of inappropriate behaviour or unsatisfactory performance when the employee has the ability to perform at an acceptable level but chooses not to do so.
- 3. HRM Jithin Omanakuttan Meaning & Definition Discipline is employee learning that promotes self- control, dedication, and orderly conduct. It refers to a condition or attitude, prevailing among employees, with respect to rules and regulations in an organization. Discipline in the broadest sense means orderliness, the opposite of confusion. It does not mean a strict and technical observance of rigid rules and regulations. It simply means working, cooperating and behaving in a normal and ordinary way, as any responsible person would expect an employee to do.
- 4. HRM Jithin Omanakuttan Meaning & Definition According to Richard D. Calhoon, “Discipline is the force that prompts individuals or groups to observe rules, regulations, standards and procedures deemed necessary for an organization.”
- 5. HRM Jithin Omanakuttan Nature of Discipline Maintenance of discipline is a prerequisite to the attainment of maximum productivity. No amount of pressure can succeed in the long run unless one is committed to improve or learn. True discipline is educational because it changes the very attitude of the workers towards their work and workplace. It must, therefore, be understood that discipline must be developed from within. Discipline has to be reformative and not punitive. Discipline aim at development rather than punishing.
- 6. HRM Jithin Omanakuttan Objectives To obtain willing acceptance of the rules, regulations and procedures of an organization so that organizational goals may be attained. To impart an element of certainty despite several difference in informal behaviour patterns and other related changes in an organization. To develop among the employees a spirit of tolerance and a desire to make adjustments. To give and seek direction and responsibility. To create an atmosphere of respect for human personality and human relations. To increase the working efficiency and morale of the employees so that their productivity is stepped up and the cost of production is improved.
- 7. HRM Jithin Omanakuttan Components of Discipline According to Megginson, discipline involves the following three things. 1. Self-discipline. 2. Orderly behaviour. 3. Punishment
- 8. HRM Jithin Omanakuttan Self- Discipline Self-discipline implies that a person brings the discipline in himself with a determination to achieve the goals that he has set for himself in life.
- 9. HRM Jithin Omanakuttan 5 Pillars of Self- discipline A - Acceptance W - Willpower H - Hard work I - Industry P - Persistence “A WHIP”- since many people associate self discipline with whipping themselves into shape.
- 10. HRM Jithin Omanakuttan To be Self- Disciplined Get yourself organized Don’t constantly seek to be entertained Be on time Keep your word Do the most difficult tasks first Finish what you start Accept correction Practice self denial Welcome responsibility
- 11. HRM Jithin Omanakuttan Orderly Behaviour Orderly behaviour refers to discipline as a condition that must exist for an orderly behaviour in the organization.
- 12. HRM Jithin Omanakuttan Punishment Punishment is used to prevent indiscipline. When a worker goes astray in his conduct, he has to be punished for the same and the recurrences of it must be prevented
- 13. HRM Jithin Omanakuttan Types of Punishment Different types of punishment resulting from various types of omission or misconduct are as follows: Oral warnings Written warnings Loss of privileges and fines Punitive suspension Withholding of increments Demotion Termination
- 15. HRM Jithin Omanakuttan Positive Aspects (Self- discipline or Constructive Discipline) Employees believe in and support discipline and adhere to the rules, regulations and desired standards of behaviour. It takes the form of positive support and reinforcement for approved actions and its aim is to help the individual in moulding his behaviour and developing him in a corrective and supportive manner.
- 16. HRM Jithin Omanakuttan Negative Aspect (Punitive Approach or Corrective Approach) Employees do not believe in and support discipline and do not adhere to the rules, regulations and desired standards of behaviour. Disciplinary programme forces and constraints the employees to obey orders and function in accordance with set rules and regulations through warnings, penalties and other forms of punishment. This is also autocratic approach as the subordinates are given no role in formulating the rules and they are not told why they are punished.
- 17. Organisational Disciplinary Line Too High Too Low
- 20. HRM Jithin Omanakuttan Employee Problem The organisation Establishes Rules & Standards Communicates Rules & Standards Problem Behaviour Attempts to change inappropriate behaviour Assess Behaviour & Performance
- 21. HRM Jithin Omanakuttan How Important is Workplace Discipline? Curbs Problem Behaviour Protection Improve Performances Upholds Workplace Standards Helps Avoid Lawsuits Averts Bigger Problems Later Organization’s Gain Positive Employee Discipline
- 22. HRM Jithin Omanakuttan Curbs Problem Behaviour The importance of this result is in direct proportion to the severity of the offense. Ignoring an employee who is exhibiting erratic or dangerous behaviour can result in tragedy; ignoring one who is sowing discord will lower employee morale and may reduce productivity over time.
- 23. HRM Jithin Omanakuttan Protection Conduct of an employee affects other employees too. With a clear and effective employee- discipline plan in place, employees know the consequences of their conduct. This streamlines providing information about employee behaviour and provides a sense of security to employees.
- 24. HRM Jithin Omanakuttan Improve Performance A transparent employee-discipline program can deal effectively with problems like absenteeism, tardiness, missing deadlines or not adhering to other codes of conduct at the workplace.
- 25. HRM Jithin Omanakuttan Upholds Workplace Standards Workplace discipline, when consistently and fairly applied, reinforces the rules you've established for workplace conduct and promotes employee morale. Employees are more likely to respect workplace rules when they know those rules will be enforced, thus reducing the likelihood that disciplinary action will be needed in the future.
- 26. HRM Jithin Omanakuttan Helps Avoid Lawsuits Workplace discipline, when used to uphold your company's discrimination or harassment policies. When discrimination or harassment claims are just, swift disciplinary action can help reduce the likelihood of costly lawsuits.
- 27. HRM Jithin Omanakuttan Averts Bigger Problems Later When workplace discipline is postponed, either out of a belief that it's a one-time mistake, or a fear of creating resentment, the employee often doesn't realize that he's done something wrong. Swift correction of problem behaviour prevents these adverse events.
- 28. HRM Jithin Omanakuttan Organization’s Gain Other than ensuring protection, an effective employee-discipline code creates a congenial environment in which employees can work. This increases their output, which translates into increased profit for an organization.
- 29. HRM Jithin Omanakuttan Positive Employee Discipline Tools for employee discipline are powerful and must be used only in a positive way. The Human Resources Department Of The University Of Oklahoma includes 5 components for positive employee discipline; Communicating performance expectations Requirements to employees Giving oral reminders Written reminders and disciplinary leave of absence Termination The components are in increasing order of severity.
- 31. HRM Jithin Omanakuttan Indiscipline Indiscipline means disorderliness, insubordination and not following the rules and regulations of an organization. The symptoms of indiscipline are change in the normal behaviour, absenteeism, apathy, go-slow at work, increase in number and severity of grievances, persistent and continuous demand for overtime allowance, lack of concern for performance, etc.
- 32. HRM Jithin Omanakuttan Symptoms of General Indiscipline Absence from work Absenteeism Abusing customers Abusive language toward supervisor Assault and fighting among employees Causing unsafe working conditions Damage to or loss of machinery or materials Dishonesty Disloyalty to employer (includes competing with employer, conflict of interest) Falsifying company records (including time records, production records)
- 33. HRM Jithin Omanakuttan Symptoms of General Indiscipline Falsifying employment application Gambling Horseplay Incompetence (including low productivity) Insubordination Leaving place of work (including quitting early) Loafing Misconduct during a strike Negligence Obscene or immoral conduct
- 34. HRM Jithin Omanakuttan Symptoms of General Indiscipline Participation in a prohibited strike Possession or use of drugs or intoxicants Profane or abusive language (not toward supervisor) Refusal to accept a job assignment Refusal to work overtime Sleeping on the job Slowdown Tardiness Theft Threat to or assault of management representative
- 36. HRM Jithin Omanakuttan Positive discipline Positive discipline fosters appropriate behaviour by encouraging employee participation. The first step is to lay out clear protocol and ethical guidelines to ensure your employees fully understand what you expect. The next step is to use constructive criticism to instil correct behaviours. In “positive” discipline, there is willingness to comply that comes from the desire to cooperate in achieving the common goal of the organisation. The emphasis here is on cooperative efforts to secure compliance to organisational norms.
- 38. HRM Jithin Omanakuttan Progressive Discipline The process for correcting single and repeat episodes of employee failure to comply with rules and/or to meet specific workplace expectations for conduct. Corrections to unacceptable behaviour may be addressed under this policy or the Performance Accountability & Commitment Policy, depending on the individual circumstances and the nature and extent of correction that is needed. Progressive Discipline is a step-by-step process designed to modify unacceptable employee behaviours, which also allows for discipline to start at a higher step based on the severity and circumstances of the situation.
- 40. HRM Jithin Omanakuttan Advantages – Progressive Discipline It has two advantages to managers, It gives the employee additional opportunities to correct his performance prior to discharge. It stresses the seriousness of repeated violations to employees.
- 41. HRM Jithin Omanakuttan Dis- advantages – Progressive Discipline Progressive discipline may result into bitter relationships between supervisor and employee. Supervisor may feel obligated to address every performance offence and assign an appropriate punishment to it, even though it may not be required. Management may focus only on the problem employees at the expense of the good performers, thereby consuming too much of a manager’s time.
- 42. HRM Jithin Omanakuttan “ Hot Stove Rule “ The Hot Stove Rule is a commonly adopted management principle. It was proposed by Douglas Murray McGregor in the early 60s. This principle is an analogy between breaching company discipline and touching a hot stove. In the principle, McGregor has illustrated how an employer can impose disciplinary actions on its employees without creating the feeling of resentment or annoyance in them. The central idea of the principle is that the rational and effective employee discipline can be maintained by punishing employees for breach of discipline in ways similar to touching a hot stove.
- 43. HRM Jithin Omanakuttan Contd. The following rules explains the theory All individuals must be forewarned that if they touch the hot stove (i.e., break a rule), they will be burned (punished or disciplined). They must know the rule beforehand and be aware of the punishment If the individual touches the stoves (i.e., breaks a rule), there will be immediate consequences (getting burned). All discipline should be administered immediately after rules are broken.
- 44. HRM Jithin Omanakuttan Contd. If the individual touches the stove again, they will again be burned. Therefore, there is consistency. Each time, the rule is broken; there are immediate and consistent consequences. If any other individual touches the hot stove, they will also get burned. Discipline must be impartial and everyone must be treated in the same manner if the rule breaking is the same.
- 45. HRM Jithin Omanakuttan Contd. Disciplinary action must be directed against the act, not against the person. It must be used by supervisors as a tool to develop the employee and the group. The steps that should be followed are:
- 46. HRM Jithin Omanakuttan Contd. Immediate investigation of the offense must be done to determine the facts. Previous warning. In labour relations, it is important that the company policies, rules and regulations be issued to and explained to all employees upon induction as part of the orientation program. Consistency in the administration of disciplinary action is highly essential so that employees will know what to expect as a consequence of an infraction or violation of the rule or regulation. Disciplinary action must be impersonal. It should be institutional.
- 47. HRM Jithin Omanakuttan Key points - Hot Stove Rule You had a warning – you knew what would happen if you touched the stove The penalty was consistent – everyone gets the same treatment The penalty is impersonal – a person is burned not because of who he or she is, but because the stove was touched The penalty is not delayed. So check out the facts first, follow due process and, if appropriate, apply the discipline as soon after the event as investigations will allow. If you fail to be consistent, you may end up getting your own fingers burnt!
- 49. HRM Jithin Omanakuttan Conclusion Discipline means securing consistent behaviour in accordance with the accepted norms of behaviour. Discipline means orderliness. It implies the absence of chaos, irregularity and confusion in the behaviour of workers. Those employees who observe the rules and standards are rewarded by praise, by security and often by advancement. Those who cannot stay in line or measure up to performance standards are penalised in such a way that they can clearly learn what acceptable performance and behaviour are. Discipline should never be used as a show of authority or power on the supervisor’s part. Positive discipline aim is to help the individual in moulding his behaviour and developing him in a corrective and supportive manner. Hot Stove Rule is help an employee to understand organisational rules, policies and regulation.
- 50. HRM Jithin Omanakuttan References Discipline in Workplace - UBC Human Resources - www.hr.ubc.caadministratorsemployee- relationsdiscipline-in-the-workplace.com Whatishumanresource.com - www.whatishumanresource.comemployee- discipline Wikipedia- Free Encyclopaedia - en.wikipedia.org/Wiki/organisational_discipline. Human resource management – Aswathappa
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