HUMAN RESOURCE MANAGEMENT UNIT - IV II SEMESTER
(ii) A disciplined atmosphere is the key to the progress of the group.
(iii) Discipline ensures higher productivity.
(iv) Discipline enhances morale and motivation of employees.
3. From the Point of View of an Organization:
(i) Discipline ensures higher productivity and quality.
(ii) Discipline helps an organization in attaining maximum profit.
(iii) It is essential better all-round benefits.
(iv) It helps in keeping a check on wastage and costs.
(v) It helps in developing a sense of belonging.
MAJOR FACTORS TO CONSIDER IN DISCIPLINE
When all the employees follow the rules and regulations of the company, the
question of indiscipline does not arise. Some employees fail to accept the norms of
responsible-employee behavior, thus calling for disciplinary action.
To be fair and equitable the following factors need to be analyzed:
1. Seriousness of the Problem:
The manager must assess how serious is the indiscipline. For example, sexual
harassment is more serious than late coming.
2. Duration of the Problem:
It must be known for how long the problem continues or how often this happens.
First time offence may be less serious than subsequent offences of longer duration.
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HUMAN RESOURCE MANAGEMENT UNIT - IV II SEMESTER
3. Nature of the Problem:
The pattern of the problem calls for more attention. It must be known whether it is a
part of emerging problem or a continual problem. Continual problem is a serious one.
4. External Influence:
Sometimes a disciplinary problem may arise which is external to the employee. For
example, an employee may fail to appear for an important meeting or performance appraisal
due to some accident.
5. Degree of Familiarity:
The organization with formal written rules governing the employee conduct is more
justified in strictly enforcing disciplinary action taken than the organization where the rules
of conduct are informal or vague.
6. Disciplinary Practices:
There must be well laid out procedure in assessing disciplinary problems. Equitable
treatment must take into consideration the previous actions taken against the employees for
similar type of disciplinary violations.
7. Management Support:
When the affected employee takes the issue to higher authorities, the manager must
be having adequate reasons/data to defend his actions. The disciplinary action is not likely
to carry weight if the violators believe that they can challenge the manager’s decisions.
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HUMAN RESOURCE MANAGEMENT UNIT - IV II SEMESTER
TYPES OF DISCIPLINE
The following are the types of discipline:
1. Positive Discipline:
Positive discipline in a business is an atmosphere of mutual trust and common
purpose in which all employees understand the company rules as well as the objectives and
do everything possible to support them. Any disciplinary program has, as its base, that all of
employees have a clear understanding of exactly what is expected of them. This is why a
concise set of rules and standards must exist that is fair, clear, realistic and communicated.
Discipline takes the form of positive support and reinforcement for approved actions
and its aim is to help the individual in moulding his behaviour and developing him in a
corrective and supportive manner. Once the standards and rules are known by all
employees, discipline can be enforced equitably and fairly.
Guidelines for establishing positive discipline are given below:
i. There must be rules and standards, which are communicated clearly and administered
fairly.
ii. Rules and standards must be reasonable and should be communicated so that they are
known and understood by all employees. An employee manual can help with
communicating rules.
iii. While a rule or a standard is in force, employees are expected to adhere to it.
iv. Even though rules exist, people should know that if a personal problem or a unique
situation makes the rule exceptionally harsh, the rule may be modified or an exception be
granted.
v. There should no favourites and privileges be granted only when they can also be granted
to other employees in similar circumstances.
