Discipline
Discipline, implies orderly behaviour. It is the
observance of rules and regulations. It means ensuring consistent behaviour in
accordance with accepted standards of behaviour. Generally speaking, it is the
absence of chaos, irregularity and confusion in the employee behaviour.
In the words of R. D. Calhoon, “Discipline is the force that prompts individuals or groups to observe
rules, regulations, standards and procedures deemed necessary for an organisation.”
Without Discipline, from an organisation’s point of
view, it is more possible to achieve goals, meet deadlines and fulfil
promises. (Mosley; Rodeken; Bryant,
Harvey)
In the absence of strict disciplinary measures,
employees can be habitually late for work, ignore safety procedures, act rude
to customers or have unprofessional behaviour towards co-workers. In short, they
may engage in behaviours that are intolerable and highly prohibitive. Of
course, it is true that true Discipline is not just a matter of rules and
regulations. Discipline is largely educational because it changes the very attitude of
the workers towards their work and workplace. In short, Discipline must come from
within.
MISCONDUCT OR INDISCIPLINE:
Misconduct is a violation of established rules and
procedures. It is an act that violates the interests of the organisation. It is
a serious form of indiscipline against management. The different forms of Indiscipline include:
a) Inconsistent behaviour of an employee and deviation
from standard behaviour.
b) Unsafe employee behaviour.
c) Immoral action of the employee.
d) When the employee is abusive, disturbs the peace
and is negligent with his duties.
COMMON DISCIPLINARY PROBLEMS:
"A) Attendance-related problem:
1. Unexcused absence
2. Chronic absenteeism
3. Leaving without permission
4. Excessive tardiness
B)
Dishonesty and related problems:
1. Theft, unsafe acts
2. Falsifying employment
application
3. Wilfully damaging factory assets
4. Falsifying work records
C)
Performance related problems:
1. Failure to complete assigned
work
2. Producing substandard products
3. Failure to meet production norms
D)
Off the Job behaviour problems:
1. Insubordination
2. Smoking
3. Fighting with
colleagues
4. Gambling, betting
5. Carelessness
6. Using abusive
language against supervisors
7. Accepting bribes,
gifts" (V.S.P. Rao)
CAUSES OF INDISCIPLINE:
For the most part, lack of cooperation
results in Indiscipline. Various factors such as social, economic and cultural
also play an important role in causing indiscipline. Henry Fayol observed that,
“Discipline is what the leaders make it”. Many times Indiscipline is due to
managerial faults, lapses, thoughtless words, deeds and mismanagement.
The common causes of Indiscipline are:
1.
Absence of effective leadership: The absence of
effective leadership results in poor management in the areas of direction,
guidance, instructions, etc. This, in turn, leads to Indiscipline.
2.
Unfair management practices: Management sometimes
indulges in unfair practices such as wage discrimination, non-compliance with
promotional and transfer policies, job assignment discrimination, faulty
handling of complaints, low wages payments, delay in payment of wages, creating
low quality work life, etc. These unfair management practices gradually result
in Indiscipline.
3.
Communication barriers: The communication barriers along
with absence of upward communication, the absence of humane and understanding
approach from superiors result in frustration and leads to Indiscipline.
4.
Non-uniform disciplinary action: Management must treat
all cases of Indiscipline fairly and equitably. But the management can take
disciplinary actions in a discriminating way, leading to violent protests from
various quarters.
5.
Divide and rule policy: Managers can often divide the
employees into groups, obtain information from different groups about each
other and encourage the spying activities. Henri Fayol pointed out that
dividing enemy forces to weaken them is clever, but dividing one’s own team is
a grave sin against the business. Building a team is very difficult when
compared to dividing the team. Dividing the team results in Indiscipline.
6.
Inadequate attention to personnel problems and delay in resolving
personnel problems creates frustration among individual workers.
7.
Victimisation and excessive pressure on the
subordinate’s work may also lead to Indiscipline.
DISCIPLINARY ACTION AND PROCEDURE:
Although there is no specific and rigid procedure
for taking a disciplinary action, the disciplinary procedure followed in Indian
industries usually consists of the following steps:
1.
Issuing a letter of charge: When an employee commits an act of
misconduct that requires disciplinary action, the employee in question should
receive a charge sheet. Charges of misconduct or indiscipline should be clearly
and precisely stated in the charge sheet. The charge sheet must also ask for an
explanation for the said lawbreaking act and the employee must have enough time
to respond.
2.
Consideration of explanation: On getting the
response to the submitted letter of charge sheet, the explanation provided will
be considered and if it is satisfactory, no disciplinary action will be
necessary. On the contrary when management is not satisfied with the employee’s
explanation there is a need for serving a show-cause notice.
3.
Show-cause notice: The manager issues Show-cause notice when
he believes that there is sufficient prima facie evidence of employee’s
misconduct. However, this gives the employee another opportunity to explain his
misconduct and refute the charges made against him. The investigation should
also be initiated by first providing him with an investigation notice that clearly
states the name of the investigation officer, time, date and place of enquiry,
etc.
4.
Holding of a full-fledged enquiry: This must be in
accordance with the principle of natural justice, that is, the employee in
question must have the opportunity to be heard. When the investigation process
is complete and the results of the investigation are recorded, the Enquiry
Officer must suggest the nature of disciplinary action to be taken.
5.
Making a final order of punishment: Disciplinary action will
be taken when employee misconduct is proven. In deciding the nature of
disciplinary action consideration should be given to the employee’s previous
record, precedents, effects of disciplinary action on other employees, etc.
When the employee considers that the enquiry carried out was not adequate and
the action taken is not justified, he should have an opportunity to make an
appeal.
6.
Follow up: After taking the disciplinary action, appropriate follow
up action must be taken and the consequences of implementing the disciplinary
action must be noted and taken care of.
THE RED HOT STOVE RULE:
Without the continuous support of subordinates, no
manager can get things done. But, disciplinary action against a lawbreaking
employee is painful and generates dissatisfaction on his part. Hence, the
question arises as to how to impose discipline without generating dissatisfaction?
This is possible to what Douglas McGregor called the “Red Hot Stove Rule”,
which draws a correlation between touching a hot stove and undergoing
discipline.
According to the Red Hot Stove Rule, disciplinary
action must have the following consequences:
1.
Burns immediately: If disciplinary action is to be taken,
it must occur immediately so the individual will understand the purpose for it.
With the passage of time, people tend to convince themselves that they are not
at fault.
2.
Provides warning: It is very important to provide advance
warning that punishment will follow unacceptable behaviour. As you move closer
to a hot stove, you are warned by its heat that you will be burned if you touch
it.
3.
Gives consistent punishment: Disciplinary action must
also be consistent in that everyone who performs the same act will be punished
accordingly. As with a hot stove, each person who touches it is burned the
same.
4.
Burns impersonally: Disciplinary action must be impersonal.
There are no favourites when this approach is followed.
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