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

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

3. 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
dictionary.reference.com/search?q=discipline

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

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

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

7. IS DISCIPLINE GOOD OR BAD?

8. 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

9. 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.

10. 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.

11. 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

12. 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

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

14. 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.

15. 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

16. 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

17. 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.

18. 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)

19. 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.

20. 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)

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

22. Dismissal: the ultimate sanction

23. 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

24. Some reasons for dismissal
redundancy,
gross misconduct
poor performance

25. 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.

26. 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.

27. 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