• it is the training that corrects, moulds, strengthens or perfects. • it is control gained by enforcing obedience. • punishment or chastisement.
According to Richard D. Calhoon
Discipline is the force that • prompts individuals of groups • to observe rules, regulations, standards and procedures • deemed necessary for an organization.
Simply put it has 3 things:
• Self-Discipline; • the necessary condition of orderly behaviour; and • the act of training and punishing
Act of Indiscipline
attendence Possesion Of weapons
Some thing which tends to defy the set rules and procedures
Negligence of duty
Misuse of office property stealing
May pertain to
• Amit Kashyap, an MBA-HR from a premier B-school joined PMR consultancy 3 years ago. PMR consultancy is into the field of behavioral & soft skills training for various prestigious clients. Amit has been working as a principal consultant and his job profile includes training needs assessment of the clients’ training needs and accordingly prepare a tentative training plan, keeping in mind the available trainers and the free-lancers. • Akshay, one of the directors, of PMR has been very impressed with Amit’s performance but is now going through a dilemma. Amit along with his MBA also had a PG diploma in Industrial psychology, which had made his CV very impressive at the time of hiring.
• PMR, being a small firm at that time, had never bothered about a detailed background check of employees’ past and qualifications. • Yesterday, Akshay had been to his school reunion meet. There he met one of his old school time junior Vijay, and heard from him about the adventure of Vijay and another of his friend Amit having got fake degrees for Industrial psychology and now making it big in their own organizations. • Vijay, working with an OD consultant, was happy that they have been able to prove their mettle too, and hence do not have any reason to be affected by the fake certificate issue even if it becomes known. • Akhshay has a strong feeling that the Amit, Vijay was talking of happens to be his own principal consultant. He is now worried. With his organization growing in numbers and gaining popularity, he is afraid that leakage of such information could cause havoc. • What should he do now? How should he approach the issue?
Nature of indiscipline/ misconduct
• On-the job problems
– Absenteeism, alcoholism, etc. – Violation of rules – Insubordination
• Off the job concerns
– Association with anti-social groups – Falsification of documents etc.
Causes of Indiscipline
Unfair Management Practices Absence of Effective Leadership Communication Barriers Inadequate attention to personal problems. • Poor mental health • Absence of code of conduct • • • •
Action taken prior to any infraction, to encourage employees to follow the rules so infractions are prevented.
Action that follows a rule infraction and seeks to discourage further infractions.
• Focus on the specific problem rather than the employee’s attitude or personality. • Gain agreement with the employee that a performance problem exists and that the employee is responsible for changing his or her behaviour. • Approach discipline as a problem-solving process.
Negative Versus ‘Positive’ Discipline
• Three reasons managers avoid imposing traditional discipline
– Loss of organizational harmony – Fear of formal grievances – Fear of loss of productivity
• Positive Discipline, an alternative to traditional discipline
– Employees who commit offenses first get an oral “reminder” rather than a “reprimand” – If behavior remains unchanged, the employee receives a written reminder – The fully documented process if followed by termination if the employee does not change
Improving Effectiveness of Progressive Discipline
• Progressive discipline – a procedure that proceeds from an oral warning to a written warning to a suspension to dismissal • Effectiveness maintained by four steps
– The employee needs to know what the problem is – The employee must know what to do to fix the problem – The employee must have a reasonable period of time to fix the problem – The employee must understand the consequences of inaction
Firing Employees Legally & Humanely
• Companies should familiarize all supervisors with company policies and provide a termination checklist to use • Before deciding to dismiss an employee
– Conduct a detailed review of all relevant facts – To ensure consistent treatment, examine how similar cases have been handled in the past – After deciding on termination, a termination interview should minimize the trauma for the affected employee
The principle that disciplinary action should be like touching a hot stove; with warning, immediate, consistent, and impersonal.
Hot-Stove Rule for Applying Discipline
• • • • • Issue of Charge Sheet Consideration of Explanation Suspension Pending Enquiry Holding Enquiry Order of Punishment
Contents of code of Discipline
• Management & Union Agree • Agreement on part of Management • Agreement on part of Union.