EMPLOYEE

DISCIPLINE
Discipline
Isthe force that
prompts individuals or
groups to observe
rules, regulations,
standards and
procedures deemed
necessary for an
organization.”
Discipline involves the
following three things:
1.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.
2 . Orderly behavior
refers to discipline as a
condition that must
exist for an orderly
behavior in the
organization.
3. Punishment

is used to prevent

indiscipline.
Symptoms of general
indiscipline
1.Absenteeism
2.Increased grievances
3.Lack of concern for
performance
4.Lack of concern for job
5.Late coming
Causes Of Indiscipline

1.Unfair Management
Practices
2.Absence of Effective
Leadership
3.Communication Barriers
4.Inadequate attention to
personnel Problems
5.Victimisation
6.Absence of Code of
PRINCIPLES OF DISCIPLINE


1.Disciplinary action should
not be taken unless there is
an obvious necessity for it.
Have all the facts; know
just what you want to do,
and where necessary,
secure approval in advance
on any proposed action.


2.The reasons for
disciplinary action should
be made clear. In the case
of negative action, the
statement of the reasons
should be accompanied by
an explanation of the
manner in which the
disciplinary action may be
avoided in the future.

3.Give the man a chance to
present his side of the
story, and do not argue.
Know what’s in the
employee’s mind, it helps
in discovering the “why” of
his actions.


4.There should be no
favouritism or
discrimination in any
disciplinary action.
Consistency in disciplinary
action is extremely
important. In general, it is
more important than the
degree of severity.

5.Reproof or reprimand
should be given as soon as
possible after the
occurrence of the act.
Right timing is important,
but first have all the facts

Never discipline anyone in
6.
the presence of others.
7. Forgive and forget. When

disciplinary action has been

given, the supervisor
should resume a normal
attitude toward the
offending employee.


The discipline that is
8.
inflicted must be just, but
sufficiently severe to meet
the requirements of the
situation.
9. Disciplinary measure

should be applied by the

immediate supervisor of
the employee affected,
rather than by some other
 10. In general, negative disciplinary
action cannot be successfully
applied to large groups of
employees representing a
substantial portion of one’s
organization. If there is poor
discipline among a large group, it
is possible that there is something
vitally wrong in the situation. The
remedy is correction of the
situation, not a disciplinary action.


In determining the nature
11.
and degree of disciplinary
action that is made necessary
by some improper act of an
employee, the intent should
be considered.
12. Discipline should be

constructive – it should show

the offender how to correct
his errors and leave him
willing and anxious to

Except in cases of
13.
extremely serious offenses,
no disciplinary action should
be permitted to take place
until the supervisor has
actually talked the situation
over with the employee.
14. Discipline should not be

administered on an entirely
routine basis – each case
should be treated individually.
15. Maintain a constant and
sincere interest in your
peoples’ welfare on and off
the job – this reduces the
need for disciplining to a
minimum.
16. Motivation is the secret

of good discipline. When a

man is sufficiently
motivated, discipline will
Before deciding upon a
disciplinary action, certain
questions must be answered:
 
(1) How serious is the offense?
(2) How much trouble has been
caused?
(3) Are there others involved?
(4) How does the offense affect
others?
(5) what are its consequences?
(6) Is the contemplated penalty
reasonable under the
circumstances?
Causes for Dismissal,
Demotion or Suspension
a. Immoral conduct.

b. Unprofessional conduct.

 

c. Dishonesty.

 

d. Incompetency

e . Addiction to the use of controlled
substances.
 
f. Failure or refusal to perform the

normal and reasonable duties of

the position.
 

g. Conviction of a felony or

conviction of any misdemeanor

involving moral turpitude.

 h. Fraud in securing appointment.
Pointers on How to Get
Good Discipline
1. Respect is the beginning of
good discipline
 a. Mutual respect between
supervisor and employee.
 b. Fair treatment and
understanding
 c. Don’t make promises you
or the company cannot fulfil

2. Authority vs. Respect
 a. People believe in
authority
 b. They respect the superior
who respects the workers, is
fair in the dealings, and
uses principles of human
relations.
 c. Respect must be earned,
not demanded.

 3.Understanding of company
policy, rules and regulations.
4.
4. Best time to build discipline:

 a. New worker through

induction of orientation
 b. Effective teaching and
counselling at all times.

5. Discipline should always


be constructive: Discipline
in private, praise in public.


6. Discipline has to be


maintained through self-

discipline and good
leadership.

 7. Give workers enough training
 a. Worker knows what is
expected of them.
 b. Worker knows his job and its
purpose.
 

8. Proper reception of complaints

and grievances: Open door policy.



 9. Setting good example and

sincerity.

Grievance
Defined as “Cause for Complaint
or Annoyance.
”. A grievance occurs when an
individual thinks that he is being
wrongly treated by his
colleagues or supervisor;
perhaps he or she is being
picked on, unfairly appraised in
his annual report, unfairly
blocked for promotion or
discriminated against on
Complaint: It is a spoken
or written dissatisfaction,
brought to the attention
of the supervisor and the
union leader. The
complaint may or may not
specially assign a cause
for dissatisfaction e.g.
“four times this morning I
have had to chase around
Grievance: It is simply a
complaint which has been
formally presented in
writing, to a management
representative or a union
official. But for the most
people, the word
“grievance” suggests a
complaint that has been
ignored, overridden or
dismissed without due
Classification of
Grievances
Open grievance.
Sometimes employees are
open about their
grievance. They go
straight to their
supervisor and tell him
openly their grievances.

Hidden grievance. It
manifests itself through
symptoms which are
sometimes vague and
whose causes are difficult
to trace
 Work-related
grievances. It is based
on how well the individual
employees are suited to
and are able to meet the
demands of their jobs.



 Non-work related
grievances. There are
some individuals who get
dissatisfied not because
of their jobs or of their
employer but because of
personal problems which
they are unable to solve.

 Valid grievance. A
grievance is said to be
valid if it has some
relevance or connection
with the work or with the
relationship between the
employee and his
employer.

Imagined grievance.
Some grievance are a
nuisance in nature and re
manifested only for the
purpose of getting
attention. Imagined
grievances are sometimes
brought up to test
management or to create
unrest within the
 
Causes of Grievances
1.Application and
interpretation of the
collective bargaining
agreement
2.Absence of a clear-cut
company labor policy.
3.Ineffective or inadequate
supervision
4.Inadequate communication
5.Personal problems

5. Union inspired grievances
6. Improper selection and

placement
7. Lack of orientation or training

of new employees
8. Lack of orientation or training

of new employees
9. Favouritism.

10. Poor organization structure

11. Poor systems and procedures

12. Lack of appropriate facilities

13. Improper implementation of

policies
METHODS OF SETTLING
GRIEVANCES
 
 1. By the supervisor’s assuming an
autocratic attitude, imposing his
opinion, and disregarding the
grievance. This method generates
fear in the employee, undermines
his confidence, lowers his morale,
and leaves him resentful and
dissatisfied. An employee who does
not think it worth his trouble to air
his grievances would rather move to
By the human relations approach
and counselling which regards
the grievance as an opportunity
to help the employee. This
technique generates respect and
confidence and makes the
employee satisfied and
cooperative.
By the legalistic approach,
applying strictly the provisions
of law or the company policy or
rule.
By the corrective action of
removing the cause of the
grievance.
By compromise
By the formal method of
submitting the matter to the
grievance procedure set by the
company and the union,
When handling grievances
check these points
 

1. Receive the grievance
properly


Give the man a good

hearing
Ask him to repeat his story
Repeat essentials in your
own words
2. Get the facts
 

Check every angle

Check the union
agreement
Check company policy
Examine employee’s
record
  
 3. Take action


Make correction if
Company is wrong
Maintain your position if
right
Communicate facts to your
boss

 4. Follow-up


Make sure action was

carried out
Correct conditions which
cause grievances
Write up grievance and
action taken
Promote employee morale
