INDUSTRIAL RELATIONS

(COM18304CR)
UNIT- II (a)
DISCIPLINE

MEANING & NATURE

The word “discipline” is derived from the Latin word “disciplina”, which
means teaching, learning and growing. There are three distinct meaning
of the word discipline:

 Self-discipline

 Necessary condition of orderly behavior

 Act of training and punishing.

Discipline is the orderly conduct of affairs by the members of an

organization who adhere to its necessary regulations.

Discipline is the process of training a worker so that he can develop

self-control and can become more effective in his work.

Discipline may be defined as an attitude of mind which aims at

inculcating restraint, orderly behavior and respect for and willing
obedience to a recognized authority. In any industry discipline is a useful
tool for developing, improving and stabilizing the personality of workers.
Industrial discipline is essential for the smooth running of an
organization, for increasing production and productivity, for the
maintenance of industrial peace and for the prosperity of the industry
and the nation. It is a process of bringing multifarious advantages to the
organization and its employees.

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DEFINITION

Webster’s Dictionary gives three meanings to the world “discipline”. First,

it is the training that corrects moulds, strengthens or perfects individual
behavior; second, it is control gained by enforcing obedience; and third,
it is punishment or chastisement.

According to Dr. Spiegel, “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; it is
force or fear of force which restraints an individual or a group from doing
things which are deemed to be destructive of group objectives.

Discipline is a product of culture and environment and a basic part of the

management of employee attitudes and behavior. It is a determinative
and positive willingness which prompts individuals and groups to carry
out the instructions issued by management, and abide by the rules of
conduct and standards or work which have been established to ensure
the successful attainment of organizational objectives. It is also a
punitive or a big stick approach which imposes a penalty or punishment
in case of disciplinary violations.

There are two types of discipline, one is positive and the other is
negative.

 Positive Discipline employs constructive force to secure its

compliance. It is immeasurably more effective and pays a greater
role in business management.
 Negative Discipline, on the other hand, includes both the
application of penalties for violation and the fear penalties that
serve as a deterrent to violation. Positive discipline prevails only

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 where the employees have a high morale. In other situations,
negative discipline becomes unavoidable.

AIMS AND OBJECTIVES

The main aims and objectives of discipline are:

 To obtain a willing acceptance of the rules, regulations and

procedures of an organization so that organizational objectives
can be attained;

 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 morale of the employees; and

 To impart an element of certainty despite several differences in

informal behavior patterns and other related changes in an
organization.

TYPES OF DISCIPLINE

 Self controlled discipline

In self controlled discipline the employee brings her or his behavior
in to agreement with the organizations official behavior code, ie the
employee regulate their activities for the common good of the

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 organization. As a result the human beings are induced to work for
a peak performance under self controlled discipline.
 Enforced Discipline
Is a managerial action enforces employee compliance with
organization’s rules and regulations. ie it is a common discipline
imposed from the top here the manager exercises his authority to
compel the employees to behave in a particular way

INDISCIPLINE

Indiscipline means disorderliness, insubordination and not following the

rules and regulation of an organization.

The symptoms of indiscipline are change in the normal behavior,

absenteeism, apathy, go-slow at work, increase in number and severity
of grievances, persistent and continuous demand for overtime
allowance, and lack of concern for performance.

The term ‘indiscipline’ generally means the violation of formal or informal

rules and regulations in an organization. Indiscipline, if unchecked, will
affect the morale of the organization. Hence indiscipline is to be checked
by appropriate positive means to maintain industrial peace.

CAUSES FOR INDISCIPLINE IN ORGANIZATIONS

It is more complex and difficult to identify the causes of indiscipline. The

policies and procedures of organizations, the attitude of the
management towards workers, the attitude of workers, individual
behaviors etc. are the causes for indiscipline.

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The important causes for indiscipline are:

 Ineffective leadership to control, coordinate and motivate workers.

 Low wages and poor working conditions.

 Lack of timely redressal or workers’ grievances.

 Lack or defective grievance procedure.

 Character of the workers such as gambling, drinking, violet nature

etc.

 Political influence.

 Non-placement of the right person on the right job

 Undesirable behavior of senior officials.

 Faulty evaluation of persons and situations by executives leads of

favoritism.

 Lack of upward communication.

 Leadership which is weak, flexible, incompetent and distrustful.

 Defective supervision and an absence of good supervisors who

know good techniques, who are in a position to appreciate
critically the efforts or their subordinates.

 Lack of properly drawn rules and regulations.

 Workers’ personal problems, their fears, apprehensions, hopes

and aspirations; and their lack of confidence in and their inability
to adjust with their superior and equals.

 Worker’s reactions to rigidity and multiplicity of rules and their

improper interpretation.
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  Intolerably bad working conditions.

 Inborn tendencies to flout rules.

 Absence of enlightened, sympathetic and scientific management.

 Errors of judgment on the part of the supervisor or the top

management.

 Improper co-ordination, delegation of authority and fixing of

responsibility.

 Discrimination based on caste, colour, creed, sex, language, and

place in matters of selection, promotion, transfer, placement and
discrimination in imposing penalties and handling out rewards.

PRINCIPLE OF EFFECTIVE DISCIPLINE

Disciplinary actions have serious repercussions on the employees and

on the industry, and, therefore, must be based on certain principles in
order to be fair, just and acceptable to be the employee and their unions.
Therefore, in any discipline maintenance system, certain principles are
to be observed such as:

 The rules of discipline, as far as possible, should be framed in

cooperation and collaboration with the representatives of
employees for their easy implementation. Employees in a group
should be associated in the process of discipline enforcement. The
group as a whole can control an individual works much more
effectively than the management can through a process of remote
control or by imposing occasional penalties. Informal groups are

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 likely to exert social pressures on wrong-doers avoiding the need
for negative disciplinary actions.
 The rules and regulations should be appraised at frequent and
regular intervals to ensure that they are appropriate, sensible and
useful.
 The rules and regulations should be flexible to suit different
categories of employees in the organization, i.e., both the blue-
collar workers and white-collar employees.
 The rules must be uniformly enforced for their proper acceptance.
They must be applied fairly and impersonally. In other words, all
defaulters should be treated alike, depending upon the nature of
their offence and past record. Any discrimination or favoritism in
this regard is likely to create discontent among the employees.
Further, there should be a definite and precise provision for appeal
and review of all disciplinary actions.
 The rules of discipline embodied in the standing orders, or in the
company’s manual, must be properly and carefully communicated
to every employee preferably at the time of induction for their easy
acceptance. It serves as a warning and a learning process and
helps to improve future behaviors of the employees in the
enterprise.
 Every kind of disciplinary penalty, even if it is a rebuke or a
warning, should be recorded. In some of the American industries
they have what is known as the “pink slip system”. Pink slips are
issued as warning signals to a defaulting employee. A person who
has been issued with a stated number of pink slips will be liable to
be laid-off or discharged, and no elaborate procedure has to be
followed.

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  The responsibility for maintaining employee discipline should be
entrusted to a responsible person (e.g. a line executive), through it
is the personnel officer who should be given the responsibility of
offering advice and assistance. The line executive should issue
only verbal and written warnings. In serious matters, which warrant
suspension, discharge etc., the industrial relations departments
should be consulted.
 Disciplinary actions should be taken in private because its main
objectives is to ensure that a wrong behavior is corrected and not
that the wrongdoer is punished. If disciplinary actions are taken in
the presence of other employees, it may offend the sense of
dignity of the employee and impair his social standing with his
colleagues. Similarly, an immediate supervisor should never be
disciplined in the presence of his subordinates. If this happens, it
would lower his status and authority, and make it difficult, if not
impossible, for him to discipline his subordinates under certain
circumstances.
 A punitive action must satisfy the principle of natural justice. The
management must act without bias and without vindictiveness, and
its disciplinary actions must be based on justice and fair play. The
punishment should be commensurate with the gravity of the
offence. An individual is presumed to be innocent until he is proved
to be guilty. The burden of proof is on the employer and not on the
employee.

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APPROACHES TO DISCIPLINE ENFORCEMENT

The different approaches to discipline include-

 Human Relations Approach

Under human relations approach, the employee is treated as human

being and his acts of indiscipline will be dealt from the view point of
human values, aspirations, problems, needs, goals, behaviors etc. In
this approach the employee is helped to correct his deviations.

 Human Resources Approach

Under human resources approach, the employee is considered as

‘resource’ as an asset to the organization. This approach analysis the
cause of indiscipline from management activities such as defects in
selections, training, motivations, leadership etc., after indentifying the
defects, corrective steps are carried out by the management.

 Group Discipline Approach

Under group discipline approach, group as a whole, sets the standard of

disciplines and punishments for the deviations. In this approach, trade
unions also act as agencies in maintaining discipline in work situation

 The Leadership Approach and

Under the leadership approach, in disciplinary cases are dealt on the

basis of legislations and court decisions. The Industrial Employment
(Standing Orders) Act, 1946 to a certain extent, prescribed the correct
procedure that should be followed before awarding punishment to an
employee.

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ASPECTS OF DISCIPLINE

 Positive aspect

Employees believe in and support discipline and adhere to the rules,

regulations and desired standards of behavior. Discipline takes the form
of positive support and reinforcement for approved actions and its aim is
to help the individual in moldings his behavior and developing him in a
corrective and supportive manner. This type of approach is called
positive approach or constructive discipline or self-discipline.

Positive discipline takes place whenever the organizational climate is

marked by aspect such as payment of adequate remuneration and
incentives, appreciation of performance and reinforcement of approved
personnel behavior or actions etc. Positive discipline will motivate
employees to adhere to certain rules and regulations or exercise self-
control and work to the maximum possible extent.

 Negative aspect

Employees sometimes do not believe in and support discipline. As

such, they do not adhere to rules, regulations and desired standards of
behavior. As such, 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 approach to discipline is called negative approach or corrective
approach or punitive approach.

This approach is also called autocratic approach as the subordinates are

given no role in formulating the rules and they are not told why they are
punished. Punishment, penalties, demotions and transfers provide or
establish a climate which de-motivate and de-lead the employees.

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TYPES OF PUNISHMENT

 Types of Punishment
 Oral warning
 Written warning
 Fine or recovery of damages
 Suspension without pay
 Transfers
 Stop, reduce or delay wage increments
 Demotion
 Compulsory retirement
 Termination of service

HOT STOVE RULES

McGregor (1967) developed a set of rules for enforcing discipline so as

to make it as fair and growth producing as possible. These rules were
called “hot stove rules” because they can be compared to someone
touching a hot stove.

 When one touches a Hot Stove, the result is “instant – it burns.

People know that if one touches a Hot Stove he /she burn up. This
is a ‘warning’.
 The result of touching a Hot Stove does not change From time to
time there is a “consistency” of the result, i.e. each time it is
touched, there will be burning.
 Further the “degree” of the burn depends on the duration you
keep touching it,

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  Finally the result is not “personal”. However, touches get burnt
irrespective of, gender, age or statues

Application of Hot - Stove principle to Punishment

 “Instant”. Response
 “Warning” Prevents
 “Consistency” is crucial
 “Degree ” Gravity
 “personal” No luck

The following rules explain his 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
 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.

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TYPES OF PUNISHMENT

The types of discipline that may occur are as follows in general order of
increasing seriousness:

 Oral Reprimand

An oral statement by the supervisor to a subordinate employee, usually

pointing out an unsatisfactory element of job performance, and is
intended to be corrective or cautionary. An oral reprimand informally
defines the area of needed improvement, sets up goals for the
achievement of improvement, and informs the employee that failure to
improve may result in more serious actions.

i. The oral reprimand shall, when reasonably possible, be

delivered confidentially and not in the presence of other
persons. The supervisor will record the date and content of
the oral reprimand, but no record shall be placed in the
employee’s personnel file.

ii. The employee receiving an oral reprimand shall be given the

opportunity, at the time of the reprimand, to voice objections
to the reprimand and/or offer evidence in mitigation of the
actions leading to the reprimand.

 Written Reprimand

This is the first level of formal discipline. The written reprimand is issued
by the supervisor with approval of the department head and copies are
sent to the city manager and director. The director’s copy shall be placed
in the employee’s personnel file.

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  Salary Reduction

A department head may recommend a salary decrease of one or more

steps within the limits of the pay range established for a class as a
disciplinary measure, for a period of at least one pay period and not
more than one year.

 Disciplinary Demotion

A department head may recommend the movement of an employee

from one class to a class of work having lower responsibilities, skills,
performance requirements and maximum rate of pay. However, no
employee shall be demoted to a position for which the minimum
qualifications are not possessed. The city manager’s approval is
required.

 Suspension

A department head may suspend an employee without pay at any time

for cause up to the equivalent of five consecutive working days or two
and one-half work shifts for 24-hour assignments. Suspensions of a
longer duration require prior approval by the city manager. Suspensions
without pay shall not exceed 30 consecutive working days or 15 shifts.

i. Short Term. An employee suspended for up to five working

days, or up to two and one-half shifts for 24-hour shift
employees, shall be notified in writing, by first class mail to
the employee’s last known address or in person, at least
three business days/shifts prior to the effective date of the
action.

ii. Long Term. An employee suspended for six or more working

days or three or more 24-hour shifts must be notified in

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 writing at least five business days prior to the action.
Emergency Suspension. Under certain circumstances, it may
be necessary to immediately restrict an employee from
performing duties at the work site. The circumstances usually
involve potential danger to the employee, coworkers, or the
public, or the employee’s inability to discharge assigned
duties satisfactorily. Because of the need for immediate
action, the decision to suspend an employee is typically the
responsibility of the supervisor. In these situations, the
following procedure shall be followed:

iii. The supervisor taking the action to suspend an employee will

immediately notify the department head and, as soon as
possible, prepare a written statement of the action taken and
the reasons for such action.

iv. The department head shall notify the director of the action,
and schedule a conference for the purpose of evaluating and
preparing the statement of charges and documenting
supporting evidence.

v. As soon as possible after the initial action, but not later than
three business days, the department head shall prepare
written notification to the affected employee.

vi. In no event shall the use of paid leave be allowed during a

period of suspension without pay. Should a paid holiday
occur during a period of suspension without pay, the
suspension period shall be extended by the number of
holidays occurring during the suspension period?

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  Leave Reduction:

A department head may reduce an employee’s vacation, compensatory

time and/or holiday time for up to 40 hours, or 60 hours for 24-hour shift
personnel, as a method of disciplinary action. Reductions of time in
excess of the limits stated above may be imposed with the approval of
the employee. Absent employee approval, the department head may
choose another form of discipline to supplement the leave reduction.

An employee who has suffered a leave reduction may substitute other

forms of accumulated time off to enable him or her to take any
previously scheduled time off.

 Dismissal

A department head may recommend the dismissal of a regular

employee from city service at any time for cause. The city manager’s
approval is required. Dismissal shall be processed

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