Discipline in Nursing is the sub topic in Nursing Administration of M.Sc.(N) II Year

1. Mrs. Vadivukkarasi Ramanadin,
Asst. Professor,
Mata Sahib Kaur College of Nursing,
Mohali,
Punjab.

2. INTRODUCTION
One method by which a nurse manger can control
subordinates behaviour is to invoke official disciplinary
procedure. Discipline can be self-control by which an
employee brings his or her behaviour into agreement
with the agency‘s official behaviour code, or it can be a
managerial action to enforce employee compliance with
agency rules and regulations.
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3. MEANING
It is derived from the latin word “disciplina”
it means “learning, teaching & growing”
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4. DEFINITION
Discipline is defined as a training or moulding of the
mind and character to bring about desired behaviours.
Discipline refers to working in accordance with certain
recognized rules, regulations and customs, whether
they are written or implicit in character.
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5. AIMS AND OBJECTIVES OF DISCIPLINE
 To obtain a willing acceptance of the rules, regulations and procedures
of an organization so that organizational goals can be achieved.
 To impart an element of certainty despite several differences in informal
behavior 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 the human personality and
human relations
 To increase the working efficiency and morale of the employees so that
their productivity is stepped up, the cost of production brought down
and the quality of production improved.
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6. PRINCIPLES OF DISCIPLINE
 Disciplinary guide lines should be in harmony with the ultimate goals
of education
 It must be implemented through love & understanding not through
fear
 It should be primarily positive & constructive
 It should ensure equal justice for all, respects for the rights & dignity of
an individual, and humanitarian approach towards all
 Discipline is not the end, it is rather a means for successful
implementation of educational programme
 Disciplinary policies & procedures should be first preventive, then
corrective but never retributive
 The approach of discipline should be to place increasing responsibility
on the student in terms of his own choices, purposes and behavior as
he grows up
 Discipline is something that the teacher helps students to attain, not
something that the teacher maintains
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7. Cont. . .
 As much as possible, disciplinary conversations should be held in
private
 It should essentially relate the act of misconduct to the act of
correction. Make sure that the student understands the point of
correction; otherwise it will be futile. If the disciplinary correction
does not contribute to the development of student, it is
meaningless
 Avoid collective punishment
 As far as possible, do not let disciplinary measures interfere with
other developmental opportunities. Never banish a student from
the classroom, if possible; if you feel isolation is necessary, try to
let it be within the classroom
 Sending a student to the head of the institution should be the last
resort for a teacher. It should be done when no other way is left
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8. APPROACHES OF DISCIPLINE
 TRADITIONAL APPROACH
 DEVELOPMENTAL APPROACH
 POSITIVE DISCIPLINE APPROACH
 SELF CONTROLLED DISCIPLINE APPROACH
 ENFORCED DISCIPLINE APPROACH
 CONSTRUCTIVE VS DESTRUCTIVE DISCIPLINE
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9. CAUSES OF INDESCIPLINE IN STAFFING
 Neglect or deference of students / employee grievances
 Faulty disciplinary action
 Wrong or improper attitude
 Wrong placement, remuneration or promotion
 Lack of well defined code of conduct
 Divide & rule policy
 An ill advised supervisor
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10. ERRORS IN DISCIPLINIG EMPLOYEES
The frequent errors encountered while disciplining the
employees are:
 Delay in administering discipline
 Ignoring rule violation in hope that it is an isolated event
 Accumulations of rule violations, causing irritated manager
to ―blow up
 Administering sweetened discipline
 Failure to administer progressively severe sanctions
 Failure to document disciplinary actions accurately
 Imposing discipline disproportionate to the seriousness of
the offense
 Disciplining inconsistently
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11. EFFECTIVE DISCIPLINE
 Condone the past offences
 Build an agreement on disciplinary rules
 Establish a disciplinary committee
 Get disciplinary issues investigated by the human
resources management or administrative department
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12. DISCIPLINARY PROCEEDINGS ENQUIRY IN
MANAGEMENT CCSR(CENTRAL CIVIL SERVICES RULES)
 The first clause of the article contains the guarantee that no
civil servant shall be dismissed or removed by an authority
surbordinate to that by which he was appointed.
 The second clause guarantees to him a reasonable
opportunity of defence on the charges against him,
supplemented by a second opportunity of showing cause why
such a punishment should not be imposed on him, if after
enquiry it is proposed to dismiss or to remove or to reduce
him in rank.
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13. PRINCIPLES OF DISCIPLINARY ACTION
 Have a positive attitude
 Investigate carefully
 Be prompt
 Protect privacy
 Focus on the act
 Enforce rules consistently
 Be flexible
 Advise the employee
 Follow up
 Take corrective, consistent action
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14. CAUSES OF DISCIPLINARY PROCEEDINGS
A. Acts
1. Acts amounting to crimes
Eg. Bribery, corruption, forgery of documents & theft of
government property
2. Acts amounting to misdemeanor
Eg. Misbehavior, insubordination, disobedience
3. Acts amounting to misconduct
Eg. Violation of conduct rules or standing orders
B. Omissions
Eg. Habitual late attendance, irresponsibility, negligence.
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15. DEALING WITH DISCIPLINARY PROBLEMS
1. DISCIPLINARY CONFERENCE
2. DISCIPLINARY LETTER
3. MODEL STANDING ORDERS
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16. COMPONENTS OF A DISCIPLINARY ACTION PROGRAM
CODES OF CONDUCT: The employees must be informed of
codes of conduct. Agency handbooks, policy manuals, and
orientation programs may be used. Eg. Employee code of
conduct.
AUTHORISED PENALTIES: The agency‘s disciplinary action
program should indicate that the current action is being
administered without bias and is directly related to the
offense. (Oral / Written repriment)
RECORDS OF OFFENCES AND CORRECTIVE MEASURES:
The personnel record should clearly indicate the offense,
management‘s efforts to correct the problem and the
resulting penalties
RIGHT OF APPEAL: Formal provision for right of employee
appeal is a part of each disciplinary action program
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17. OTHER PENALTIES
Warning
Fines may be charged for offences such as tardiness.
Loss of privileges might include transfer to a less desirable shift and loss
of preference for assignments.
Demotion is a questionable solution. It creates hard feelings which may
be contagious and more likely places offenders in a position for which
they are overqualified.
Suspension: for a period of time
Withholding increment
Termination(Discharge & Dismissal): permanent termination of services.
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18. STAGES OF DISCIPLINARY PROCEEDING ENQUIRY FOR
MAJOR PUNISHMENT
1. Preliminary enquiry
2. Decision to start formal departmental enquiry
3. Suspension
4. Charge sheet and its service
5. Appointment of enquiry officer
6. Written statement of defence
7. Recording of evidence by the enquiry officer
8. Personal hearing of charged official
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19. Cont. . .
9. Report of enquiry officer
10. Show cause notice by the disciplinary authority
11. Reply to show-cause notice and decision thereon
12. Review of punishment order
13. Appeal or revision
14. Reinstatement and restitution
15. Show-cause notice against withholding of
emoluments for suspension period in the case of a r
reinstated
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