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DISCIPLINE
DISCIPLINE SERVICE RULES
SELF DISCIPLINE
CONSTRUCTIVE VERSUS DESTRUCTIVE
DISCIPLINE
PROBLEM EMPLOYEE,
DISCIPLINARY PROCEEDING ENQUIRY.
MEANING
The word discipline is derived from the
Latin word disciplina, which means
teaching, learning and growing.
Megginson offer three distinct meaning of
the word discipline:
Self-discipline
Necessary condition of orderly
behavior
Act of training and punishing.
DEFINITION
Discipline
is the orderly conduct of affairs
by the members of an organization who
adhere to its necessary regulations because
they desire to cooperate harmoniously in
forwarding the end which the group has in
view and willingly recognize that, to do this,
their wishes must be brought into a
reasonable unison with the requirements on
the group in action.
Ordway
Teads
Discipline
is the process of training a
worker so that he can develop self-control
OBJECTIVES OF DISCIPLINE:
To obtain a willing acceptance of the
rules, regulations and procedures of an
organization so that organizational goals
may be attained.
To impart an element of certainty
despite several differences in informal
behaviours pattern and other related
changes in an organization.
To develop among the employees a
spirit of tolerance and a desire to make
adjustments.
CONT...
To give and seek direction and
responsibility
To create an atmosphere of respect for
the human personality and human
relations
To increase the working efficiency and
morale of the employees so that their
productivity is stepped up the cost of
production improved.
TYPES OF DISCIPLINE
1.
Self controlled discipline : In self
controlled discipline the employee brings her
or his behavior in to agreement with the
organizations official behavior code, ie the
employee regulate their activities for the
common good of the organization. As a result
the human beings are induced to work for a
peak performance under self controlled
discipline.
2. Enforced Discipline : Is a managerial
action enforces employee compliance with
organizations rules and regulations. ie it is a
common discipline imposed from the top here
the manager exercises his authority to compel
INDISCIPLINE:Indiscipline means disorderliness,
insubordination and not following the rules and
regulation of an organization.
The symptoms of indiscipline are change in
the normal behaviour, absenteeism, apathy, goslow at work, increase in number and severity
of grievances, persistent and continuous
demand for overtime allowance, and lack of
concern for performance.
Causes of indiscipline: Non-placement
of the right person on the
right job
Undesirable behaviour of senior officials.
Faulty evaluation of persons and situations
by executives leads of favoritism.
Lack of upward communication.
Leadership which is weak, flexible,
incompetent and distrustful.
Defective
supervision and an absence of good
supervisors who know good techniques, who
are in a position to appreciate critically the
efforts or their subordinates.
Lack of properly drawn rules and regulations.
Workers personal problems, their fears,
apprehensions, hopes and aspirations; and
their lack of confidence in and their inability
to adjust with their superior and equals.
Workers reactions to rigidity and multiplicity
of rules and their improper interpretation.
Intolerably bad working conditions.
Inborn
tendencies to flout rules.
Absence of enlightened, sympathetic and
scientific management.
Errors of judgement on the part of the
supervisor or the top management.
Improper co-ordination, delegation of
authority and fixing of responsibility.
Discrimination based on caste, colour, creed,
sex, language, and place in matters of
selection, promotion, transfer, placement and
discrimination in imposing penalties and
handling out rewards.
APPROACHES TO DISCIPLINE:The different approaches to discipline
include;
Human relation approach: In human
relation approach the employee is. helped to
correct his deviations
Human resources approach: Under the
human resources approach, the employee is
treated as resource and the act of indiscipline
are dealt by considering the failure in the area
of development, maintenance and utilization of
human resources.
Group
discipline approach: The group as a
whole sets the standards of discipline, and
punishments for the deviations. The individual
employees are awarded punishments for their
violation under the group discipline approach.
Leadership
approach: In this approach, every
supervisor administers the rules of discipline
and guides, trains and controls the subordinates
regarding disciplinary rules.
Judicial
approach: In judicial approach,
indisciplinary cases are dealt on the basis of
legislation and court decisions.
The Industrial Employment Act, 1946, to a
certain extent, prescribed the correct
procedure that should be followed before
awarding punishment to an employee in India.
PRINCIPLES FOR MAINTENANCE OF
DISCIPLINE:-
The most important principles to be observed in
the maintenance of discipline have been
outlined by Yoder, Heneman, Turnbull and
Harold Stone. They are:
All the rules should be framed in co-operation
and collaboration with the representatives of
employees.
All the rules should be appraised at frequent
and regular interval to ensure that they are,
and continue to be, appropriate, sensible and
useful.
CONT..
Rules should vary with changes in the
working conditions of employees.
Rules should be uniformly enforced if they are
to be effective.
Penalties for any violation of any rules should
be clearly stated in advance.
A disciplinary policy should have as its
objectives the prevention of any infringement
rather than the simple administration of
penalties; however it should be preventive
rather than punitive.
Extreme caution should be exercised to ensure that
infringements are not encouraged.
If violations of a particular rule are fairly frequent,
the circumstances surrounding them should be
carefully investigated and studied in order to
discover the cause or causes of such violations.
Recidivism must be expected. Some offenders would
almost certainly violate rules more often than
others. These cases should be carefully considered
so that their causes may be discovered.
Definite and precise provisions for appeal and
review of all disciplinary actions should be
expressly mentioned in the employees handbook or
collective agreements.
ASPECTS OF DISCIPLINE:Positive aspect: Employees believe in and support
discipline and adhere to the rules, regulations and
desired standards of behaviour. 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. This
type of approach is called positive approach or
constructive discipline or self-discipline.
Positive discipline takes place whenever
the organizational climate is marked by aspect
such as payment of adequate remuneration
and incentives, appreciation of performance
and reinforcement of approved personnel
behaviour or actions etc.
which will motivate employees to adhere to
certain rules and regulations or exercise selfcontrol and work to the maximum possible
extent.
Negative aspect: Employees sometimes do not
believe in and support discipline. As such, they do not
adhere to rules, regulations and desired standards of
behaviour. As such, disciplinary programme forces
and constraints the employees to obey orders and
function in accordance with set rules and regulations
through warnings, penalties and other forms of
punishment. This approach to discipline is called
negative approach or corrective approach or
punitive approach.
This approach is also called autocratic approach
as the subordinates are given no role in
formulating the rules and they are not told why
they are punished. Punishment, penalties,
demotions and transfers provide or establish a
climate which demotivate and delead the
employees.
SERVICE RULES
Service
law is an important field of law. It is
essential that those concerned with the
administration of service matters know the
correct procedure to deal with them according to
law.
The
expression condition of service means
all those conditions which regulate the holding
of a post by the person right from the time of
his/her appointment till his/her retirement, and
even beyond it in matters like pension.
EFFECTIVE RULES OF DISCIPLINE:McGregor (1967) developed a set of rules for
enforcing discipline so as to make it as fair and
growth producing as possible. These rules were
called hot stove rules because they can be
compared to someone touching a hot stove..
The following rules explain his theory:
All
individuals must be forewarned that if they
touch the hot stove (i.e., break a rule), they will be
burned (punished or disciplined). They must know
the rule beforehand and be aware of the
punishment
If the individual touches the stoves (i.e., breaks a
rule), there will be immediate consequences
(getting burned). All discipline should be
administered immediately after rules are broken.
If
the individual touches the stove again, they
will again be burned. Therefore, there is
consistency. Each time, the rule is broken;
there are immediate and consistent
consequences.
If any other individual touches the hot stove,
they will also get burned. Discipline must be
impartial and everyone must be treated in the
same manner if the rule breaking is the same.
The highest level
and most effective
form of discipline
is self-discipline.
Ideally, all
employees should
have adequate
self-control and
should be selfdirected in their
pursuit of
organizational
goals.
Definition:
Self discipline is best
defined as the ability to
regulate ones conduct by
principle and sound
judgment, rather than by
impulse, desire, or social
custom.
Self discipline can be
considered a type of
selective training, creating
new habits of thought,
action, and speech toward
improving yourself and
reaching goals.
THE FIVE PILLARS OF SELF DISCIPLINE
Acceptance
Willpower
Hard work
Industry
Persistence.
If you take the first letters of each word
you get the acronym A WHIP- since
many people associate self discipline with
whipping themselves into shape.
TO BE SELF DISCIPLINED:
Get
yourself organized
Dont constantly seek to be entertained
Be on time
Keep your word
Do the most difficult tasks first
Finish what you start
Accept correction
Practice self denial
Welcome responsibility
Health Care Education Associates (1987) identified
four factors that must be present to foster a
climate of self-discipline.
Employee
awareness and understanding of
rules and regulations that govern behaviourThe rules and regulation must be clearly written
and communicated. Young and Hayne (1988) stated
that the most common reason for unsatisfactory
work performance is that the employee thinks they
are performing satisfactorily. In other words the
employee does not know there is a problem.
There must exist an atmosphere of mutual trustManager must believe that employees are capable of and
actively seeking self-discipline. Likewise employees must
perceive the manager as honest and trustworthy. Employees
lack the security for self-discipline if they do not trust their
managers motives.
Formal authority must be used judiciouslyApproximately one-half of grievance cases appealed before an
arbitrator by labour unions involved disciplinary action. In
about one-half of those cases, management either reversed or
modified its decision when the individuals appeal was upheld.
Employees should identify with the goals of the
organization- When the employees accept the goals and
objectives of an organization, they are more likely to accept the
standards of conduct deemed acceptable by the organization.
CONSTRUCTIVE VERSUS
DESTRUCTIVE DISCIPLINE: Destructive
discipline: Scientific management
viewed discipline as a necessary means for
controlling an unmotivated and self-centered
work force. Cautionary written warnings of
termination were rampant and the employee was
always alert to an impending penalty or
termination. This big stick approach to
management focused on eliminating all behavior
that could be considered in conflict with
organizational goals, without regard for employee
growth.
This method may succeed on a short-term
basis; it is demotivating and reduces
productivity over the long term. This
occurs because individuals will achieve only
at the level they feel is necessary to avoid
punishment. This approach is also
destructive and demoralizing as discipline is
often administered arbitrarily, and is unfair
either in the application of rules or in the
resulting punishment.
Constructive
discipline: Constructive discipline is
used as a means of helping the employee grow, and not
as punitive measure. The primary emphasis in
constructive discipline is in assisting employees to
behave in a manner that allows them to be self-directed
in meeting organizational goals. Employees can focus
energy on meeting organizational goals; they must feel
secure in the workplace. This security develops only
when staff knows and understand organizational rules
and penalties and when rules are applied in a fair and
consistent manner. In an environment that promotes
constructive discipline, employees are generally selfdisciplined to conform to established rules and
regulations and the primary role of the manager
becomes that of coordinator and helper, rather than
enforcer.
PROBLEM EMPLOYEE:
Problem employees are those employees
who create problems within the organization.
Substance abusers, angry or withdrawn
workers, personnel with excessive
absenteeism, and the terminating employees
provide challenges to nurse managers. In
each case the nurse manager must be alert to
the symptoms of problems, help the employee
solve the problem, and evaluate the results.
PROBLEMS OF THE EMPLOYEE
INCLUDES FOLLOWING:Minor problems : example;
late
attendance or absence from duty
without permission or leave.
leaving work place without permission
smoking or eating in prohibited areas and
patient areas.
laziness inefficiency or careless work
Penalty: Warning, Fine, Suspension without
pay and allowance up to 4 days
Major problems: example;
Using
hospital facilities unauthorized for
personal gain
Refusal to accept or obey an order, using
indecent languages
Gross negligence or neglect of work
Penalty: Suspension without pay and
allowances for a period up to 30 days, Stoppage
of one or more increments, Demotion to lower
post, Dismissal.
TYPES OF PROBLEM EMPLOYEE: Substance
abusers
Angry or withdrawn employees
Decreased productivity
Absenteeism
Terminating employees
DICIPLINARY PROCEDURE:The following steps should be taken into consideration:
Accurate
statement of the problem- The first step is to
ascertain the problem by seeking answer to the following
questions:
Does
this case call for a disciplinary action?
What exactly is the nature of the violation or offence?
Under what condition did it occur?
Which individual or individuals were involved in it?
When or how often, did the violation occur?
Collecting facts bearing on the case- Before any action is
taken in a case, it is essential to gather all the facts about it. A
thorough examination of the case should be made within the
stipulated time limit.
Selection of tentative penalties- The kind of penalty to
be imposed for an offence should be determined beforehand.
Choice of Penalty- When a decision has been taken to
impose a penalty, the punishment to be awarded should be
such as would prevent a recurrence of the offence.
Application of the Penalty- The application of the
penalty involves a positive and assured attitude on the part
of the management. If the disciplinary action is a simple
reprimand, the executive should calmly and quickly dispose
of the matter.
Follow-up on disciplinary action- The ultimate purpose
of disciplinary action is to maintain discipline, to ensure
productivity, and avoid a repetition of the offence. A
disciplinary action should, therefore, be evaluated in terms
of its effectiveness after it has been taken.
BASIC INGREDIENT FOR A
DISCIPLINARY ACTION:The principle ingredients of a sound disciplinary
system are:
Location of responsibility
Proper formulation and communication of rules
Rules and regulations should be reasonable
Equal treatment
Disciplinary action should be taken in Private
Importance of promptness in taking Disciplinary
action
Innocence is presumed
Get the facts
Action should be taken in cool atmosphere:
Natural justice
After a disciplinary action has been taken the
Supervisor should treat his subordinate in a
normal manner
Dont back down when you are right
Negative Motivation should be handled in a
positive manner
TYPES OF PUNISHMENT:When the delinquent employee is going to be
punished, the type of punishment should be a
commensurate with the severity of the omission or
misconduct.
Different types of punishment resulting from various
types of omission or misconduct are as follows:
Oral warnings
Written warnings
Loss of privileges and fines
Punitive suspension
Withholding of increments
Demotion
Termination
ROLE OF PERSONNEL MANAGER/ SUPERVISOR:-
A personnel manager has got a crucial role to
play when it comes to maintenance of effective
employee discipline is concerned. He has got
numerous responsibilities such as;
Advising and assisting top and line
management in determining and developing an
appropriate disciplinary procedure.
Assisting in communication the same to all the
employees of the organization.
Seeing the disciplinary policy conforms to the
legal provisions of the State.
Looking
after the procedures laid down, looking
after the disciplinary action as fair, and
conforms with appropriate principles of
personnel management
Training the supervisors and executives in
dealing with disciplinary cases and problems.
Involving the trade union and the employees in
determining and implementing disciplinary
procedures.
Development of self-discipline and self-control
on the part of the employees and winning over
the confidence of employees in disciplinary
policies and procedures.
RESEARCH STUDY:
A QUALITY STUDY ON CLASSROOM MANAGEMENT AND
CLASSROOM DISCIPLINE PROBLEMS, REASONS, AND
SOLUTIONS: A CASE INFORMATION TECHNOLOGIES CLASS
- M. Erdogan et al.
The purpose of this study was to investigate
classroom management and discipline problems that
Information Technology teachers have faced, and to
reveal underlying reasons and possible solutions of
these problems by considering the views of parents,
teachers, and administrators. This study was designed
as qualitative study. Subjects of this study consisted of
14 school administrators, 14 teachers, and 17 parents.
Three different, but parallel, semi structured interview
schedules were used for data collection. Data were
analyzed through the use of content analysis method.
As a result of this analysis, the problems associated with
classroom management were grouped under following
themes; lack of motivation, breaking rules and routines,
lack of interaction in classrooms. On the other side,
participants related these problems with following reasons;
place and structure of the course in the curriculum, class
environment, classroom size and lack of hardware, lack of
rules, home environment and parents attitudes, lack of
teachers management skills and students attitudes. Finally,
following solutions were suggested to overcome disciplines
and classroom management problems ; improvement in
teachers qualification, regulation at place and structure of
the course in the curriculum/lab, reorganizing classroom/lab
sitting plan, giving punishment, ignoring misbehaviour,
understanding reasons behind problems, meeting with
parents and providing coordination among different subject
communities in schools.
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