3. What is discipline in organization?
•Discipline is the “architect of success”.
•An approach used by management to modify
undesirable performance and behaviour
through the use of corrective action process.
•Discipline is a practice of keeping everyone’s
minds in a harmonious state of equilibrium
which helps an organization to move closer to
the end goal effectively.
4. •Adherence to rules, regulations and
procedures within an organization- Henri Fayol
•Significance of workplace discipline
•Toughest challenges of parent hood
7. Employee efficiency
•Increased motivation and engagement in their
work.
•Employee sense a high level of commitment
from their managers in preserving discipline.
•Uniform standards fosters a perception of
fairness.
•Increased employee moral and job satisfaction.
8. Time management
•Promotes an environment that motivates
individuals to efficiently allocate and utilize
their time.
•Give higher importance to work, refrain
distraction, effectively manage their time by
focusing on tasks that provide the most
positive impact.
10. Conclusion
• Is a key ability for managers to achieve company
goals.
• Boosts morale, productivity and the work morale.
• Clear policies, open communication and manager
development can help handle workplace discipline.
• It improves accountability and professionalism.
• Employees must be disciplined to work effectively
and efficiently to meet their promises of bonuses,
increments and promotions.
• People who win are those who keep going regardless
of how much it hurts.
11. 5 steps for effectively disciplining
employees
• Step 1- oral reprimand. Constructive criticism and
not personal attacks.
• Step 2- Written warning- To mention the undesirable
aspects of employees behaviour or performance,
how the employee should correct and what if not.
• Step 3- Final documentation- During FD is given,
employees should be shown all the times
reprimands have been given and documented what
was expected and how they failed to meet the
expectations. Employees should understand that
they may face termination
12. •Step 4- Suspension with probation. One final
chance of inform of suspension with a subsequent
probationary period.
•Step 5- Termination- When terminated the final
meeting should be in person and employee given
documentation and an explanation as to the exact
reason of termination. Properly documentation in
every step so that employ a cannot file wrongful
termination suit.
13. Discipline in the workplace
Misconduct
•The EA 1955 gives employer the right to
punish employees.
•DG is authorized to enquire against complaint
by employee Sec69(3).
•However if found unfair, cannot order
reinstatement.
14. Meaning of misconduct
•“Improper behaviour, intentional wrong doing
or deliberate violation of a rule in so far as the
employment relationship is concerned an
employee has certain express or implied
obligations towards his employer. Any conduct
inconsistent with the faithful discharge of his
duties or any breach of the express or implied
duties, would constitute an act of misconduct.”
•Mostly workplace misconduct.
•Employer to find out the size of misconduct,
no. of times, situations.
15. Reason for misconduct
• Unawareness of duties and job functions by
employee.
• Not treated with respect and dignity.
• Insincerity of employees leads to poor
performance.
• Lack of training and poor working environment
fail to motivate employees.
• Poor balancing of workload among employees.
16. Examples of type of misconduct
•Dishonesty
•Bribes
•Illegal strike
•Immortality
•Theft/fraud
•Fighting
•Sexual harassment
18. Progressive discipline
•Increasingly severe steps or measure when an
employee fails to correct a problem after
reasonable opportunity.
•Least severe action first to correct undesirable
situation.
•Increase severity if condition not corrected.
•Goal- Modify the unacceptable behaviour.
•Goal not to punish the employee rather
strongly alert.
19. •Typical stages of progressive discipline
• Counselling or a verbal warning
• Written warning
• Suspension or demotion and
• Termination
20. Taking disciplinary action
•Although an employer is at liberty to terminate by
contractual notice, but if it is in reality for
misconduct, natural justice requires that the
employees should not be condemned unheard and
that the misconduct must be sufficiently serious to
warrant the grave penalty of a dismissal.
•S14 of the EA 1955 provides that an employer may
punish an employee on grounds of misconduct
after due inquiry.
•Chance for the employee to defend himself before
an independent panel before judgement is put on
him.
21. Hot stove rule on discipline
•You had a warning- you know what would
happen if you touched the stove.
•The penalty was consisten.
•The penalty is impersonal.
•The penalty is not delayed.
22. Condonation
•The act of condoning, forgiving or overlooking
an offense.
•Decide within reasonable time.
•Failure to take action- condone the act.
