Employee Discipline

Discipline as applied in business and industry is an employer’s action against an employee for
infraction of company policies or rules. The purpose of discipline is preventive, that is, to prevent the
commission of an act which violates the policies, rules and regulations of the company.

Discipline must be done reasonably, observing the rules of good human relations. Control within
this context has 3 dimensions: 1) as a means of establishing awareness on the part of the employees
regarding the proper behavior; 2) as a means of establishing an atmosphere conducive to working
together efficiently; and 3) as a means of correcting or reforming employees who commit any infraction
or violation of company rules and regulations. In a business enterprise like a school, discipline is needed
to achieve its goals and objectives.

Objectives of Discipline:

1. To impress upon the employee the need to do things in a prescribed manner. For example,
imposing promptness to all teachers. Classes have specific schedules so the teachers must
be in their classrooms on time so that the students will not become unruly.
2. It serves as a warning to other employees that the school does not tolerate any willful
violation of its rules and regulations. That is why this is always part of the orientation.
3. To educate the employees in the fundamental standards of behavior and performance. The
employees should realize that the rules and regulations are enforced for their own benefit
and not merely to punish them.

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 a 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 person the chance to present his side story and do not argue. Know what is in the
employee’s mind, it helps in discovering the “why” of his actions.
4. There should be no favoritism or discrimination in any disciplinary action. Consistency in
disciplinary action is extremely important.
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.
6. Never discipline anyone in front of the others.
7. Forgive and forget. When disciplinary action has been given, the supervisor should resume a
normal attitude toward the offending employee.
8. The discipline that is inflicted must be just, but sufficiently severe to meet the requirements
of the situation.
9. Disciplinary measure should be applied by the immediate superior of the employee
affected, rather than by some other higher executive.
 10. In general, a negative disciplinary action cannot be successfully applied to large groups of
employees representing a substantial portion of one’s organization. If there is a 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 disciplinary action.
11. In determining the nature 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 improve rather than feel bitter and resentful.
13. Except in cases of 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 people’s welfare on and off the job- this
reduces the need for disciplining to a minimum.
16. Motivation is the secret to good discipline. When a person is sufficiently motivated,
discipline will take care of itself.

Corrective Disciplinary Action

Corrective disciplinary action is taken to eliminate or minimize poor performance of an

employee and to minimize its negative effects upon the morale of the other employees. Disciplining an
employee is never a pleasant task and it is often difficult to know just what action to take under the
different circumstances. Disciplinary action should be resorted to only when all other measures have
failed.

Objectives of corrective action:

1. To improve the unsatisfactory performance or behavior of an employee for the good of the
organization and to cushion its effects on the morale of other employees.
2. To help employees learn to discipline themselves willingly and cheerfully and cooperative
group and become “self-disciplined”.
3. To make the group retain an individual member and help him correct himself instead of
making him feel like hero of his violations,
4. To make the group develop discipline and to help it grow into a loyal

Types of Disciplinary Action:

Admonition- It is a gentle or friendly reproof, warning, or reminder, or counseling against a

fault, error or oversight. It is a method of expressing authoritative advice or counsel.

Bawl-out as a disciplinary action should be avoided because when done in the presence of
another, it generates in the employee a feeling a resentment. It also embarrasses the people who are
present.

Warning or Reprimand is given to stress the seriousness of the employee’s disregard for rules
and other organizational requirements. This maybe be done in the form of oral warning or written
reprimand. Warning and reprimand are used to give the employee the chance to improve. If the warning
is ignored, the last stage consisting the application of the penalty must be taken.

Pointers on How to Get Good Discipline:

1. Respect is the beginning of good discipline.

a. Mutual respect between the employer and the employee
b. Fair treatment and understanding
c. Don’t make promises that you or the company cannot give.
2. Authority vs. respect
a. People believe in authority
b. They respect the superior who respects the worker, is fair in his dealings, and uses principles
of human relations.
c. Respect must be earned, not demanded
3. Understanding of company policies, rules and regulations.
4. Best time to build discipline:
a. New worker through induction or orientation
b. Effective teaching and counseling 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 are expected of him.
b. Worker knows his job and its purpose.
8. Proper reception of complaints and grievances. Open door policy.
9. Setting good example and sincerity

APPLICATION OF HUMAN RELATIONS IN DISCIPLINE

A supervisor’s traits that can lead to positive discipline:

1. Understands the principles, rules, and regulations necessary to good conduct and proper
attitude.
2. Knows his employees as individuals, and treats them fairly and impartially.
3. Develops the sense of “belongingness” and security in the group.
4. Communicates with his group through proper channels, and promptly eliminates rumors.
5. Knows how to listen to his subordinates.
6. Uses his authority sparingly and always without displaying it.
7. Delegates responsibility and authority as far down the line possible.
8. Develops team spirit in the group.
9. Never makes issues of minor infractions or personal issues of disciplinary matters.
10. Displays confidence in the group rather than suspicion.
11. Trains his subordinates technically and professionally.
12. Looks after the mental and physical welfare of the group.
 13. Tries to avoid errors but shows willingness to admit errors when made.
14. Develops loyalty within the group.
15. Knows that idle hands or minds lead to trouble, so he keeps his employees busy.
16. Knows that because of individual differences discipline cannot be a completely routine
matter.

When do you say there is good discipline? Some of the indications of good discipline are
1. Is the work continues as usual even if the supervisor is not present.
2. If employee morale is high.
3. If the supervisor can get an employee to do what he wishes through constructive
criticism or advise.
4. If each employee performs his job voluntarily without compulsion.

Good discipline is manifested in the following efficiency, high production or

performance, low costs, good morale, cooperation, loyalty, safety and good attendance.

Bad discipline is present when employees disobey regulations and policies and must be

penalized. Indications are 1) if the employees do not perform their jobs in accordance to established
procedures ,and 2) if they do not perform their jobs assigned by their supervisors.

Indications of bad discipline are: inefficiency, poor production, low morale, indifference,

disrespect, disobedience and high rate of absenteeism.

Problem solving to be submitted:

Situation:

A supervisor and his staff arrived from a convention at 2 o’clock in the morning. He told his
driver to drop one of the staff to the school compound where she lives. When they arrived at the gate,
the driver pushed the siren of the car to awaken the guard. The supervisor said that he would repeat so
that he will wake up but he did not. The supervisor went down to see the guard and to his dismay, he
saw him sleeping soundly in his improvised cradle. The supervisor was the one who opened the gate.
After that the guard woke up. The guard sought apology from the supervisor and he said “Okey,
continue sleeping to continue your sweet dream” but deep inside him he was angry.

If you were the supervisor, what will you do to discipline the guard?