COLLEGE OF EDUCATION

MASTER IN EDUCATIONAL MANAGEMENT DEPARTMENT

Course Code: MEM 203

Course Description: Human Resource Management in Education
Topics: Employee Relation Management
a. Definition
b. Importance of Employee Relation
c. Discipline defined
d. Importance of discipline
e. Categories of difficult/problem employees
Instructor: Asst. Prof. IV Arlyn Celestial
Presenter: John Walter B. Ronquillo

I. Learning Outcomes
At the end of this lesson, the MEM 203 students can:
1. explain the value and importance of Employee Relation Management in
application to organization;
2. discuss the meaning and importance of discipline;
3. identify those behaviors which can result in disciplinary action;
4. choose the appropriate approach to discipline in different situation:
and
5. evaluate different practices and processes for managing human
resources.

II. Introduction
A healthy management-employees relationship is essential for the
positive growth of an organization. Employees are the major assets of an
organization. It is essential that the employees work together as a team and
contribute equally to the achievement of a common goal. No task can be
accomplished if the persons are constantly at conflict and misunderstand each
other (Bajaj et al.,2013; Tansel & Gazioglu, 2013). It has been observed that
when employees collaborate and have a positive relationship with one
another, targets are met considerably more quickly. Having a pleasant work
relationship amongst employees makes it easier for employers to mobilize
their energies with their employees to achieve results (Galer et al., 2005). The
success and failure of an organization is directly proportional to the labor put
by each and every employee.

III. Content
a. Defining Employee Relationship Management (ERM)
 refers to how an organization manages the relationships between its
various employees. The relationship can be between employee and the
employer as well as between employees at the same level.
 it can be defined as the relationship between the employer and
employees or the manager and the staff, aimed towards creating
good morale, trust and a productive and conducive work
environment (Bajaj et al., 2013).

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  It is the process of adopting different control methods and regulatory
frameworks to manage relationships among the company, the
management staff and the employees in order to achieve the
organizational objective (Jing, 2013).
 is an art which effectively monitors and manages the relation between
individuals either of the same team or from different teams.
Employee relationship management activity helps in strengthening the
bond among the employees and ensures that each one is contented and enjoys
a healthy relation with each other.

b. Importance of Employee Relations

Employee relations is characterized by some as union avoidance
strategy. The objective is to provide atmosphere in which all employees can
perform their jobs to the best of their abilities and creatively contribute to the
organization. Employee relation activities affect efficiency, in that potential
reasons for performance problems are confronted and help is offered to
removed them.

The benefits of Employee Relation Management are the following:

 The organization becomes a happy place to work if the employees work
together as a family.
 Work becomes easy if it is shared among all.
 An individual feels motivated in the organization of whom he can trust
and fall back on whenever needed.
 Healthy employee relations also discourage conflicts and fights among
individuals.
 A healthy employee relation reduces the problem of absenteeism at
work place.
 It is essential that the employees are comfortable with each other for.
Better focus and concentration, lesser conflicts and increased
productivity.
 It is wise to share a warm relation with your fellow workers because you
never know when you need them.
 There are several issues on which an individual cannot take decisions
alone.

Disciplinary action is the most appropriate avenue in which to

address misconduct directly related to the performance of assigned duties.
The overall objective of disciplinary action is to remedy a problem and to help
employees achieve success in their work.

c. Definition of Discipline

Discipline may be defined as the condition in the organization where

employees conduct themselves in accordance with the organization’s rules
and standards of acceptable behavior. It is an employer's action against an
employee for infraction of company policy or rules.

MEM 203 | HUMAN RESOURCE MANAGEMENT

 In a broader perspective, discipline may be interpreted to be any of the
following:
1. as treatment that punishes:
2. as orderly behavior in an organizational setting: or
3. as training that molds and strengthens desirable conduct - or correct
undesirable conduct – and encourage development of self-control.

The Relation between Efficiency, Effectiveness, Rules, and

Discipline

Efficiency and
Effectiveness

Ideal Mode
of Behavior

Discipline
Rules

Deviant
Behavior

o Discipline, oftentimes, is understood as something negative, i.e., one

that is despised because it means punishment for unacceptable
behavior.
o Discipline may also mean that the behavior of the members of an
organization conforms to what is expected. Rather than seeing
discipline as negative, it is now regarded as something positive.
o Discipline may also be regarded as an activity aimed at developing the
individual employee so he may behave properly.
The goal of discipline is to correct misconduct and modify
unacceptable behavior, rather than to punish the employee. Discipline, if
imposed should be progressive, beginning with the minimum discipline
necessary to correct the offense. In addition, penalties should be
reasonably consistent with those imposed on other employees for similar
offenses.

c.1 Employee Discipline

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 One of the most challenging areas in human resource
management is employee discipline. Mismanaging it may force the
organizations to deal with more difficult problems. If such problems
are not contained, they may lead to disintegration of the organization.

A very fine example of the disastrous consequence of lack of

discipline happened during the Philippine-American War in 1899.
Because some high-ranking officers of the Philippine Army committed
acts of insubordination, the army as an organization disintegrated,
quickly making it easier for the American invades to subdue the
Filipinos.

d. The Importance of Discipline

1. Improves employees behavior: Rules and regulations of a particular
organization help in checking the behavior of the employees and correcting
from time to time.

2. Provides security to the employees: Every individual working in an

organization has a different nature and behaves. Bad behavior or misconduct
of certain employees affects his workers too.

3. Increase performance: A proper discipline policy makes employees

work effectively.

4. Increases organization’s profit: If proper discipline is maintained

among the employees in an organization, automatically a friendly
environment will be created which will push the employees to perform more
efficiently.

The requirement for efficiency and effectiveness calls for

standardization of most activities in the organization. To achieve this, rules
are established so each employee may act according to an ideal mode of
behavior. Rules, however, would mean nothing if deviant behavior is not dealt
with appropriately. A rule breaker must be disciplined if order and harmony
in the workplace must be maintained.

e. Categories of Difficult/Problem Employees

It is important for HRM to identify and categorize difficult employees
so the proper moves may be made dealing with them.

Difficult employees may be classified as follows:

1. Unsatisfactory Performance
An employee's work may be deficient in quantity or quality due to any
or all of the following:
1. lack of ability to do the job;
2. lack of training; or
3. lack of motivation.
2. Deteriorating Performance
There may be some employees whose previous performance were
satisfactory but due to some reasons their work begins to be deficient in either
quantity or quality. Most often, the cause may be traced to low morale, which

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in firm, could be the result of any of the possible reasons like unfair treatment
by superiors, lack of incentives, boredom, alcoholism, drugs, and family
problems.
3. Violation of Laws
These include stealing from the company or co-employees, or physical
abuse of employees or property whether employee- or company-owned. An
employee who commits physical abuse with another employee also affects the
performance of the abused employee.

4. Breaking of Company Rules

Rules are adapted to provide environment conducive to making work
efficient and effective.
For instance, workers in a certain factory are required to replace a
certain part of their machines every month to prevent costly breakdowns. A
worker who breaks this rule causes disruptions in the operations inside the
factory. When there is a consistent breaking of company rules, the
supervisor has a problem.

d.1 Discipline or Infraction Cases

Rules and regulations governing personnel discipline may

contain the following infractions covering the following subjects:

1. Against Person a. Physical injury

b. Assault
c. Homicide
d. Murder

2. Against Property a. Misuse of property

b. Damage to property
c. Theft and robbery
d. Negligence in the use of property

3.Orderliness/Good a. Fighting/quarreling
Conduct b. Violation of rules
c. Discourtesy/disrespect
d. Intoxication while at work
e. Possession of
drugs/narcotics/alcoholic drinks
f. Illegal strike
g. Strike violations/sabotage
h. Failure to cooperate in investigation
i. Hygiene
j. Safety
k. Union activity
l. Moonlighting
m. Deportment
n. Financial interest
o. Unauthorized outside work
p. Personal affairs

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 q. Disorderliness, horseplay
r. Use of foul language

4. Attendance and a. Timekeeping violations

Punctuality b. Absenteeism
c. Tardiness
d. Undertime
e. AWOL (absent without leave)

5. Morality a. Immorality
b. Sexual harassment

6. Conflict of
Interest
7. Nonperformance a. Insubordination
b. Negligence of duty
c. Inefficiency
d. Malingering
e. Carelessness
f. Poor quality

8.Honesty/Integrity a. Falsity/falsification
b. Fraud
c. Dishonesty
d. Breach of trust
e. Unfaithfulness
f. Loss of confidence
g. Usurious transaction
h. Disclosure of information
i. Disloyalty
j. Nonpayment of debt

d.2 DISCIPLINARY POLICIES AND PROCEDURES

Disciplinary policies and procedures (DPP) are important in the sense

that they provide some sort of guidelines in taking disciplinary action
against an employee. It helps the disciplining superior prevent false
accusations of employee harassment.
The following are the requirements indicated for disciplinary action
taken against an employee:
1. It must be for justifiable reason; and
2. There must be effective policies and procedure, for its use.

d.3 THE DISCIPLINE PROCESS

The discipline process consists of the following steps:
1. establishment of rules for work and behavior;
2. communicating roles and goals to all employees;

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 3. designing the assessment mechanism;
4. evaluating employee behavior; and
5. administering punishment or motivating change.

d.4 Addressing Employee Conduct Problems

If an employee is exhibiting conduct problems, there are many
steps that a supervisor may take to help that employee to improve.
Below are some examples:
1. Discuss any misconduct or performance problems directly with the
employee. Give the employee an opportunity to provide an explanation,
and carefully listen to and consider what the employee has to say.

2. Clearly explain expectations to the employee and review any rules,

regulations, or policies in the area where the employee is exhibiting
problems. Provide the employee an opportunity to ask any questions
and offer assistance in complying with your expectations.

3. If applicable, develop a plan with the employee directed at helping to

improve misconduct. If possible, set time limits for improvement and
be very clear about the consequences.

4. Give the employee periodic and specific feedback. Be firm and clear
about what improvement you expect to occur. Tell the employee you
may have to take further steps if behavior does not improve.

5. If misconduct continues, the supervisor may choose to orally

admonish the employee, providing a strong message that further
incidents of similar misconduct may lead to a more formal action. If
after all informal attempts have failed and the misconduct continues,
the supervisor, following consultation with HR, may decide to formally
discipline the employee.

d.5 Elements of a Disciplinary Program

An effective comprehensive, and successful disciplinary program

should contain the following elements:
1. Code of Conduct – a handbook that is provided to every employee
explaining what is expected and inacceptable behavior.

2. Knowledge of disciplinary punishments – employees should

know what penalties would occur with certain offenses.

3. Appeal procedures – employees should have the opportunity to

voice their side of the story.

4. Reservation of right – includes a statement that the firm has the

right to modify the policy.

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 5. Fair discipline – discipline must be applied consistently to all
employees in an unbiased way.

d.6 Approaches to Discipline

The violation of company rules can be handled in many different ways:

A. Hot Stove Rule by Douglas McGregor

This approach to discipline is discussed in terms of what

happens when a person touches a hot stove.

The consequences are:

1. A warning system- a good manager has, before any behavior has
occurred, communicated what the consequences are fore the
undesirable behavior.
2. An immediate burn- if discipline is required, it must occur
immediately after the undesirable act is observed. The person must see
the connection between the act and the discipline.
3. Consistency- there are no favorites; hot stoves burn everyone alike.
Any employee who performs the same undesirable act will be
disciplined similarly.
4. Impersonal—disciplinary action is directed against the act, not at
the person. It is meant to eliminate undesirable behaviors.

B. Progressive Discipline

This is an approach in which a sequence of penalties is

administered, each one slightly more severe than the previous one. The
goal is to build a discipline program that progresses from less severe to
more severe in terms of punishment. This is the policy applied by most
employers that entails stronger penalties for repeated offenses. Its
purpose is to instill in the employee an opportunity for self-correction
in order to avoid further infractions.

The disciplinary process should follow a sequence of increasing

severe penalties for wrongdoing.
1. Informal talk
2. Verbal warning
3. Verbal reprimand
4. Written reprimand
5. Suspension
6. Demotion
7. Discharge / dismissal

C. Positive/Corrective Disciplinary Management

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 Corrective disciplinary management is the system instituted by
the organization to eradicate the unsatisfactory situations that would
affect the profitability and job performance of the workers. Counseling
and reprimand are remedial measures to get employees on track
toward good job performance for the sake of efficient operations and
their effects upon the morale of the entire work force.

1. Planning Corrective Discipline- Involve the group in

instituting discipline in the work group. Discuss the principles, rules
and regulations for necessary good conduct and performance.

2. Organize Teams- Develop means among the members of the

group and let them plan work activities related to good conduct as an
effective organized team. Develop the feeling of belonging in the work
teams and let them feel secure and comfortable as members of the
team.
3. Directing Group Actions- Delegate authority to subordinates
as far down the line as possible and communicate with the group
through proper channels. Train subordinates technically, specially
concerning safety and health and safe working environment that would
avoid infractions of company rules and regulations.

4. Controlling and Corrective Action- Be firm but

compassionate in dealing with disciplinary actions. Employees must
understand that they are part and parcel of the organization and
infraction of rules, policies and regulations are not tolerated.

The advocates of this approach view it as future-oriented, as it

involves working with employees to solve problems so that problems
do not occur again. Employees’ mistakes are used to help them learn
how to change.

D. Negative Approach

This approach emphasizes the punitive effects of undesirable

behavior. The purpose is to punish employees for mistakes and it is
usually severe to remind others of the consequences of wrongdoing.
The problem of this approach is that it motivates employees to achieve
only the minimum acceptable performance.

E. Preventive Discipline

This is the action taken by companies to encourage employees to

follow standards and rules so that infractions do not occur. It is more
proactive in nature since it helps employees avoid infractions in the
first place, by letting them know firsthand what the rules and
regulations are.

MEM 203 | HUMAN RESOURCE MANAGEMENT

d.7 FACTORS CONSIDERED IN ANALYZING DISCIPLINE
PROBLEMS

Disciplinary practices that are fair and equitable will go a long way
in keeping an organization functioning. To achieve this, some factors must
be considered in analyzing discipline problems. These are the following:
1. Serious of the problem. For example, the willful destruction of
company property is more serious than leaving work five minutes early,
The former deserves a harsher punishment.

2. Repeat violation. When violation of a rule is repeated, it must be

viewed differently from the first offense.

3. Nature of the violation. When violations of certain rules become

recurrent the disciplinary action applied may no longer appropriate
deterrent.
4. Mitigating factors. For example, an employee who is on his first day
of work may have his infraction assessed more leniently than someone
who has been with the company for many years.

5. Effectiveness of organizational communication. Elaborate briefings

and orientations are held to make sure every aspect of the policies and
rules.

6. History of the organization, discipline practices. It is important for

the disciplining authority to be aware of the organization's discipline
practices so they may be properly guided in their decisions.

7. Management backing. The disciplining authority must be able to

prove to higher management that the decisions they made to discipline
employees are valid and supported by strong evidence.

d.8 DISCIPLINE AND THE LIFE CYCLE OF RULES

rule
creation

rule
acceptance
rule
creation

rule
rejection
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 moratorium on
the creation

d. 9 THE DISCIPLINARY ACTION PROCEDURE

The aim is to change their behavior so as to conform to
requirements.

To be effective, however, disciplinary actions must be done

according to some basic procedure which typically include the
following:

1. A clear statement of the disciplinary problem . An example may be

cited as follows:

Mr. Jose Cunanan, an employee assigned at the motor pool of

the company, brought home a company vehicle without proper
authorization. This is a violation of the rule, which requires proper
authorization before any company vehicle is brought out of the
premises. The security guard on duty, Mr. Lucidio Francisco, failed to
implement the said rule on the above-stated incident. This violation
has been committed at least ten times already by Mr. Cunanan.

2. Gathering of related facts. Fairness and equity are achieved when all
relevant facts gathered and the method of gatherings is correctly done.

3. Preparing a list of alternative penalties . Based on initial findings,

the disciplining officer must prepare a tentative list of penalties, which
he will use in choosing the appropriate one. The content of the
alternative list of penalties may appear as follows:

a. suspension without pay for three days

b. suspension without pay for one day
c. written reprimand

4. Selecting appropriate penalty. The facts gathered should be

analyzed and evaluated, after which the appropriate penalty is selected.

5. Implementing the selected penalty. The penalty chosen must be

applied immediately after the commission of the offense.

6. Follow-up. If such actions are not effective, management must

devise ways to make them so. This can only be determined, however, if
a follow-up is made after implementing the selected penalty.

d.10 DISCIPLINE AND THE COUNSELING APPROACH

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 Disciplining erring employees are made on the assumption that
penalties would correct deviant behavior. Many organizations do not
subscribe to this idea and use counseling to prevent an employee from
repeating his errors.

Counseling is undertaken using the following approaches:

OCCURENC ACTION PERSONS CONCERN

E INVOLVED
1ST violation Private Employee and
discussion supervisor

2nd violation Further Employee and Focus on

discussion supervisor correcting causes
of behavior

3rd violation Counseling Employee and To determine

immediate causes of
supervisor and employee’s
higher supervisor malfunction

4th violation Final counseling Employee and Warning for

superintendent possible
termination

d.11 DISCIPLINE AND THE SUPERVISOR

The supervisor is the first person affected by indiscipline. As the

performance of the team is his responsibility, he needs to apply discipline in
the hope that team performance will be up to standards. When even a minor
infraction is committed, he must address it immediately or he will run the risk
of seeing more of it. When a reprimand is in order, he should exercise it.
When discipline is enforced, minor incidents have little chance of developing
into major problems.

IV. Conclusion
Employee Relation Management practices ensure firm growth as well as
employee productivity, satisfaction and commitment toward the organization.
Without the presence of communication, trust, and effective leadership style in the
organization it is quite difficult to create and maintain a healthy employee
relationship. Sharing of knowledge, work-related information, and proper
management of workflow is possible only in the presence of a good relationship
among employees and employer. Moreover, it is also a fact that Employee Relation
Management creates a happy and sustainable work environment that motivates
employees by creating a sense of togetherness and ensures organizational
commitment.

V. References

MEM 203 | HUMAN RESOURCE MANAGEMENT

Bajaj, R. (2013). Suggestions to Implement Human Relations and Its Determinants
in Public Sectors. American Journal of Engineering Research, 02(12), 91-97.

Bajaj, R.; Sinha, S. & Tiwari, V. (2013). Crucial Factors of Human Resource
Management for Good Employee Relations: A Case Study, International
Journal of Mining, Metallurgy & Mechanical Engineering (IJMMME), 1 (2),
90- 92 (Online).

Corpuz, C. R. (2006). Human Resource Management (Revised Edition). Rex

Bookstore, Inc.

Das, G. P., Mishra, N. R., & Maharana, N. (2019). Employee Relationship

Management (Erm) and its Significance- A Systematic Review (Vol. 12, Ser.
3). Pacific Business Review International.

Galer, J ., Vriesendorp, S., & Ellis, A. (2005). Managers who lead: A hand-book for
improving health services.

Jing, Z. (2013). Research on Employee Relationship Management of SMEs in China.

Fifth international conference, (pp. 1-7). China.

Juneja, P. (n.d.). Employee Relationship Management. MSG Management Study

Guide.

Pereda, P. R., & Pereda, P. D. (2008). Human Resource Management. MindShapers

Co. Inc.

Leat, M. (2011). Exploring employee relations. Routledge.

Medina, R. G. (2006). Personnel and Human Resource Management. Rex

Bookstore, Inc.

Saylor, D. (2017). Employee Relationship Management. Scribd Company.

Tansel, A. & Gazioglu, S. (2013). Management-Employee Relations, Firm Size and

Job Satisfaction. IZA, Discussion Paper No. 7308.
http://ftp.iza.org/dp7308.pdf

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