DISCIPLINARY ACTION

DEFINITION AND CONECPT

EARL R BREMBLET- discipline in its broadest
sense means orderliness and the opposite of
confusion. It does not mean a strict and
technical observance of rigid rules and
regulations. It simply means working cooperating
and behaving in a normal and orderly way as
any responsible person would expect an
employee to do so.

NIRMAL SINGH- discipline is the employee self

control which prompts him to willingly cooperate
with the organizational standards , standards ,
rules and objectives
AIMS AND OBJECTIVES OF DISCIPLINE

1. To ensure and enable employees to

work in accordance with the rules and
regulations of the organization.
2. To ensure that employees follow the
organizational processes and procedures
in spite of their different personalities &
behavior.
3. To provide direction to employees and fix
responsibilities
AIMS AND OBJECTIVES OF DISCIPLINE

4. To improve organizational performance

5. To maintain sense of orderliness and

conformity to organizational rules.

6. To maintain common feeling of trust and

confidence
Forms and types of discipline
Self imposed or positive discipline
 Discipline through rewards –appreciation-
constructive support-positive reinforcement-
approvals

Enforced or negative discipline

 Discipline through penalties-fear-negative
reinforcement
Positive discipline
Discipline through rewards
–appreciation-constructive
support-positive
reinforcement-approvals
Called as cooperative or
determinative discipline.
Requires an efficient leader
to motivate employees
Self control and self
discipline is emphasized
through positive discipline
Negative discipline
Discipline through
penalties-fear-negative
reinforcement.
Fear of loss of promotion ,
increment or a job leads to
employees to conform to
organizational rules and
regulations.
Negative discipline can be
reinforced by reprimands,
fines, layoffs, demotions or
transfers.
ACTS OF INDISCIPLINE OR MISCONDUCT
MINOR INFRACTIONS
 Acts of misconduct that cause very little harm but if
neglected can accumulate and result in serious
problems for the organization
coming late to work-violating minor safety regulations
MAJOR INFRACTIONS
 Acts of misconduct that interfere with the orderly
operation of the organization and affect the morale of
the employees
Cheating-stealing-violating safety regulations
INTOLERABLE OFFENCES
 Acts of misconduct that can cause serious harm and
damage to the organization.
Alcoholism-smoking in a place storing inflammables-
instigating co workers
BASIC ACTS OF INDISCIPLINE
ATTENDANCE

ON THE JOB BEHAVIOUR

DISCIPLINE

ACTIVITIES HARMFUL FOR THE

ORGANISATION
 CAUSES OF INDISCIPLINE AND MISCONDUCT
1. When an employee has to perform a job that
does not meet his qualification ,experience or
aptitude it can lead to employee frustration.

2. Strained relationships with supervisors or

colleagues can force indiscipline and
misconduct.

3. Improper or biased evaluation of performance

of individual resulting in demotivation

4. In efficient-ineffective-closed door grievance

redressal system.
5. Insenstive supervisor , callous management.
 CAUSES OF INDISCIPLINE AND MISCONDUCT
6. Loss of trust or confidence in each other , the
supervisor or management.

7. Lack of proper education and upbringing of

workers

8. Improper or unhygenic hazardous working

conditions

9. Ambigious working environment –

organisational policies and procedures and no
role and goal clarity

10. Social and economic pressures

 PRINCIPLES OF MAINTAINING DISCIPLINE
1. Rules and regulations should be framed with
mutual coordination and acceptance of
management and employees
2. All rules should be evaluated and updated
from time to time to ensure relevance and
utility
3. Rules should be framed on the basis of nature
of work and working conditions.
4. Rules should be framed to ensure objective
and unbiased analysis of acts of indiscipline
5. The disciplinary procedure should ensure that
an employee does not repeat a similar act of
indiscipline in the future
 PRINCIPLES OF MAINTAINING DISCIPLINE

6. All employees should know the penalties

for violation of different rules.
7. The disciplinary procedure should
provide for the analysis of a rule or
violation of this rule
8. Entire procedure including appeal and
review of all disciplinary actions should
be mentioned in the employee’s
handbook
9. The procedure should provide for a legal
and humane approach
McGregor’s RED HOT STOVE RULE

IMMEDIATE

RED HOT
FORSEEABLE IMPERSONAL
STOVE

CONSISTENT
McGregor’s RED HOT STOVE RULE
Administering discipline is like touching a red hot
stove.
Corrective action should be IMMEDIATE-
IMPARTIAL-CONSISTENT-FORSEEABLE.
IMMEDIATE=Whenever the misconduct or
indiscipline has taken place immediately the
employee must be made to realize his mistake.
IMPARTIAL=Rule applied for that particular act of
indiscipline should reflect the offence not the
person who committed it.
CONSISTENT=Discipline should be enforced and
ensured across every employee and in every
situation
APPROACHES TO DISCIPLINE
APPROACHES TO
DISCIPLINE
INCORRECT DISCIPLINE
PREVENTIVE DISCIPLINE
POSITIVE DISCIPLINE
 INCORRECT DISCIPLINE
1. Refers to incorrect and improper
measures taken to enforce discipline by
the organization.
1. Punitive discipline- this is a disciplinary
procedure where discipline is enforced
through fear. Called negative discipline.
2. Negative feedback- when employees are
given feedback only their performance is
found to be unsatisfactory.
3. Late intervention- procrastination technique
4. Labeling employees , not behavior
5. Misplaced responsibility
 PREVENTIVE DISCIPLINE
1. Preventive discipline is one of the most widely used
approaches of discipline in the organizations.
2. This approach needs a environment of trust and job
satisfaction that leads to improved employee
performance
3. This disciplinary approach is proactive in nature with the
following characteristics
1. Manager should make sure that the employee goals are in
congruence with organizational goals
2. Training and development of employees to ensure optimum
employee performance.
3. Disciplinary procedure should be clearly stated to the
employees
4. Constructive feedback should be providede to the employees at
regular intervals.
5. Effective communication is essential
 POSITIVE DISCIPLINE
1. Unsatisfactory behavior of the errant
employee is corrected through the support
and positive attitude of the managers.

2. Employees are made to realize their

behavior through constructive behavior.

3. This is a people oriented approach which

facilitates problem solving .
 POSITIVE DISCIPLINE
RESPONSIBILITY FOR ENSURING DISCIPLIONE

COMMUNICATING ORGANISATIONAL POLICIES,

ADMINISTERING CORECTIVE COUNSELLING
PROCEDURES , CULTURE AND RULES

COMMUNICATE PERFORMANCE EXPECTED

ADMINISTERING PROGRESSIVE DISCIPLINE
AND PENALTIES FOR VIOLATION

COLLECT CONCRETE DATA ABOUT

VIOLATION OF DISCIPLINE
TYPES OF DISCIPLINARY ACTION
TYPES OF DISCIPLINARY ACTION

VERBAL WARNING

PAY CUT
WRITTEN WARNING

DISCIPLINARY
ACTION
DISMISSAL
SUSPENSION

DEMOTION
DISCIPLINARY PROCEDURE
DISCIPLINARY PROCEDURE
DISCIPLINARY
PROCEDURE

FORMING A CHARGESHEET

SHOW CAUSE NOTICE

ISSUING A CHARGE SHEET

CONSIDERING THE EXPLANATION OF EMPLOYEE

ISSUING NOTICE OF ENQUIRY

HOLDING A FULL FLEDGED ENQUIRY

FINAL ORDER OF ACTION

FOLLW UP AND CORRECTIVE ACTION

CODE OF DISCIPLINE IN THE INDIAN INDUSTRY
Formulated on the recommendations of the Indian Labor
conference held in 1957
The principles of the code of discipline given were-
 Both management and employees should abide by certain self
imposed rules in order to avoid disputes.
 Each party should acknowledge and respect each others rights
and responsibilities.
 No party should take any unilateral decision regarding any
disputes
 Code discourages litigation and lays emphasis on settlement of
disputes through negotiation and collective bargaining.
 Acts of violence , intimidation and incitement should not be
encouraged.
 There should be speedy and precise implementation of
disciplinary action.
 Trade unions should be recognized in accordance with the
criteria laid down.
INDUSTRIAL EMPLOYMENT (standing orders) ACT 1946

Primary objective of the INDUSTRIAL

EMPLOYMENT (standing orders) ACT 1946 is
to ensure protection of labor by providing
uniform and stable conditions of service
This act requires employers of certain industrial
establishments to define clearly with adequate
precision, the conditions of employment.
Model standing orders should serve as a
foundation for rules of conduct.
 5 copies of the MODEL STANDING ORDERS
alongwith an application should be given to the
certifying officer.
 Application should be submitted within 6 months of
the act becoming applicable to the establishment