1. DISCIPLINARY SYSTEMS AND TERMINATION OF SERVICE
CHAPTER 9

2. DISCIPLINARY SYSTEMS
Every organization needs an
employee disciplinary system
which is fair and just.
without discipline, organizations
cannot achieve their goals

3. DISCIPLINARY SYSTEMS
Discipline - State of employee
self-control and orderly conduct
Disciplinary action -Invokes a penalty against an employee who fails to meet established standards

4. PENALTIES IN A PROGRESSIVE DISCIPLINARY SYSTEM
ORAL WARNING
FIRST WRITTEN WARNING
FINAL WRITTEN WARNING
SUSPENSION WITHOUT PAY
DEMOTION OR DOWNGRADING
DISMISSAL

5. PENALTIES IN A PROGRESSIVE DISCIPLINARY SYSTEM
when drafting terms and conditions of
employment, employers should
consider including a clause setting
out the various penalties that may be
imposed if the employee is found
guilty of misconduct

6. DEALING WITH EMPLOYEE PROBLEMS
Transfer
Promotion of Employees
Grievance Handling
Absenteeism of Workers

7. TRANSFER
The lateral movement of an employee within an organization
Take place when an employee either moves from one branch of the same organization to another branch located elsewhere
An internal move to a different job at the same level as the previous job
A move from one organization to another organization within a group of campanies

8. PROMOTION OF EMPLOYEES
Reassignment of an employee to a job at a higher level in the organization

9. PROMOTION OF EMPLOYEES
Some workers value the higher wages and better benefits earned after a promotion
Some workers value the respect they receive from society when they hold a senior-level position
Some workers do not want the higher levels of responsibilities that are associated with promotion

10. PROMOTION OF EMPLOYEES
Promotion from within policy
most organizations have a stated policy of promoting existing staff to higher-level positions whenever possible.
Formal or Informal
Informal- decision making process relating to promotion is kept a secret.
Criteria for Promotion
seniority

11. GRIEVANCE HANDLING
A worker with a grievance is a dissatisfied and unproductive worker.
Causes of grievances:
Broken promises
Inequitable pay and benefits
Personal and sexual harassment by co-workers and supervisors
Dangerous or uncomfortable working conditions
Unjust disciplinary action by the supervisor

12. THE EFFECTS OF GRIEVANCES
Resignation of employees
Depression amongst employees
Poor quality and quantity of work
High accident rate
High rate of illness
Complaints from customers
Complaints to the Department of Labour and other bodies
Aggressive unionism
Reduced output

13. HANDLING GRIEVANCES
Be prompt
Investigate and record
Keep cool and calm
Listen
Use counselling skills

14. ABSENTEEISM OF WORKERS
Lateness
Penalties for absence
Encouraging full attendance

15. ABSENTEEISM OF WORKERS
Rules, penalties and strict enforcement
Rewards for workgroups whose members come to work on time
Special awards for individuals who have an exemplary timekeeping record

16. TERMINATION OF AN EMPLOYEE’S CONTRACT OF EMPLOYMENT
Resignation
Expiry of a fixed-term contract
Retirement
Redundancy and retrenchment
Retrenchment is the termination of an employee’s services because he has become redundant
Changes in technology
Reduced demand
Financial losses
Mergers and organization restructuring

17. CONSEQUENCES OF RETRENCHMENT
Lowered morale amongst remaining workers
Loss of public confidence
High short-term expenditure

18. ACTIONS TO AVOID RETRENCHMENT
Job freeze – no new recruit is to be taken in from outside
Voluntary Separation Scheme (VSS)
Cut costs

19. DISMISSAL FOR MISCONDUCT
Any act or omission inconsistent with the fulfilment of the express or implied terms of the contract of employment
Misconduct relates to any behaviour which is in conflict with the employer’s interest.

20. DISMISSAL FOR MISCONDUCT
Procedures for dismissing a worker:
Record any complaint
Investigate the complaint thoroughly
Charge the employee
Hold a domestic inquiry