DISCIPLINE Presented by Lorna A. Phillips Management Institute of National Dev. January 29, 2015

DISCIPLINE - OBJECTIVE Meaning of Discipline Purpose of Discipline Suggested approaches to Discipline Dismissal – the ultimate disciplinary sanction

Definition Discipline aims at the removal of bad habits and the substitution of good ones, especially those of order, regularity, and obedience C.J. Smith Training to act in accordance with established rules; accustom to systematic and regular action’ drill http:// dictionary.reference.com/search?q=discipline

Introduction Objective/Purpose is conformity – order Mechanism may be external: Code of conduct Sanctions Rewards/incentives Punishment Deterrents (preventive measure-discourage bad behaviour)

Synonyms of Discipline Tools often associated with discipline: Punishment Correction Chastisement Regulation Order Control (self or external) Restraint (internal or external)

Antonyms of Discipline Words often associated with lack of discipline: Unruliness Disorder Looseness, Laxity, slackness Chaos

IS DISCIPLINE GOOD OR BAD?

General Perspective A General perspective A code of conduct Code of conduct in society Discipline in organizations Traditional approaches Management (unilateral) Union and Management (bi-lateral) Teams in organization

Definition : Organizational Discipline In an organizational context discipline refers to the control over human behaviour in the work organization, This refers to the framework of rules governing such factors as attendance, punctuality, conduct, grooming, etc. such rules may be set by management or by union and management in the context of a collective labour agreement.

Organizational Discipline All of the processes, rules and norms that help to focus the attention of individuals and groups on the achievement of the overall objectives of the organisation. Regulatory norms intended to create alignment between organisational objectives and those of the members of an organisation.

Organizational Discipline such rules may be set by management or by union and management in the context of a collective labour agreement. Two broad types: Internal (self) discipline External discipline Peer pressure Employer imposed

Discipline in a work organization The regulation of human activity to produce controlled performance The state of employee self control and orderly conduct within an organization

Three types or Levels of Discipline Managerial Discipline: imposed by formal authority leadership Team: need for mutual dependence and commitment Self: internalized self control

Disciplinary procedure A mechanism, comprising of a set of regulations, sanctions and processes designed to support and encourage right behavior and discourage wrong behaviors among members of a work organization. In general it tends to focus on a set of fair and justifiable steps that must be taken in the case of a disciplinary lapse on the part of employees.

ESSENTIAL FEATURES OF A DISCIPLINARY PROCESS Dealt with quickly Policy & Procedure must be in writing Specify to whom policy & procedures apply Specify the level of management which have the authority to take disciplinary action Provide for individuals to be informed of the complaints against them and to state their case before decisions are reached

ESSENTIAL FEATURES OF A DISCIPLINARY PROCESS Give individuals the right to be accompanied by a fellow employee of their choice or an accredited Trade Union representative Ensure that disciplinary action is not taken until the case has been carefully investigated Ensure that except for gross misconduct, no employees are dismissed for a first breach of discipline Explanation for any penalty imposed Provide right of appeal

Disciplinary schedule A schedule of offences and applicable disciplinary measures In the collective bargaining scenario, it reflects an abridgement of the rights of management to reprimand, suspend or dismiss. Makes all such action the possible subject of a grievance which must be handled under the grievance procedure.

A Progressive Approach Progressive discipline (see slide 20) is an approach to disciplinary action designed to ensure that the minimum penalty applicable to the offence is imposed and involves answering a series of questions about the severity of the offence Mondy and Noe, 1981.p. 630)

Disciplinary schedule 1st case – instruction and verbal warning 2nd case – instruction and written warning 3rd case – instruction and up to three days suspension 4th case- instruction and suspension with a view to discharge/dismissal.

Does violation warrant Improper behaviour YES NO No disciplinary Action* Does violation warrant disciplinary action YES Does it warrant more than an oral warning? NO Coach and counsel Mondy and Noe suggest a series of questions be asked in order to determine what type of sanctions that may apply. NB that (a) an individual may receive more than one written warning (b) may also receive more than one suspension. Major violations may warrant skipping one or more of the steps. YES NO Does it warrant more than a written warning? Written warning YES NO Does it warrant more than a suspension? Suspension YES Termination * Informal coaching and counselling Adapted from Mondy and Noe, 1981, p. 630)

Elements of disciplinary process Definition of standards (organizational goals) Establish Rules Communication to employees Observe Behaviour Assess Behaviour Enforce - Sanction or - correct Feed back

Dismissal: the ultimate sanction

Dismissal There are some infractions – called “gross misconduct” for which the penalty of first instance is dismissal. Dismissals are the ultimate sanction and must be carried out with great care. Next we discuss a “safe dismissal model” that goes beyond the requirements of common law and is manifestly fair. 1st case - Instruction and oral warning 2nd case - Instruction and written warning Rules established by employers to regulate behaviour of employees which cover such issues as: Hygiene, punctuality, time allocated for break, response to authority etc. The above is an illustration. Above is an example of a disciplinary schedule for a basic offence. In a unionized concern disciplinary action is subject to challenge by the employee. 3rd case - Instruction and suspension at various levels of severity 4th case - Discharge

Some reasons for dismissal redundancy, gross misconduct poor performance

Safe and fair dismissal Step 1: Don’t act in haste. Ensure that the proposed dismissal is justifiable. Step 2: Advise the worker of the reasons for the intended action and invite him/her to a meeting to say why this action should not be taken. Step 3: After the worker has had the time to consider his/her response, hold the meeting at which the worker has the option of being represented.

Safe and fair dismissal Step 4: Ensure that you are on firm ground then tell the worker of the decision, put it in writing and give him/her the opportunity to appeal. If the employee appeals, hold the appeal hearing, but this need not affect your decision to terminate. Accused must be permitted to answer his accusers and tell his side of the story and mount his defense.

Final Summary Pair up and make a note to report on: What is discipline? What is its purpose? What are some of the approaches in your organization What are some of the principles that must be observed in ‘doing discipline’? Name 2 factors of a fair dismissal