Why do we discipline employees

It helps employees correct any shortcomings with the goal of becoming a valuable, contributing member of the workforce. Documentation created as a result of the discipline process can also help protect an employer in the event that a termination or other adverse employment decision becomes necessary. It is useful to view the matter of discipline as having several components: issues that must be addressed before administering discipline; methods of disciplining, including progressive discipline; how to provide employees with an opportunity to respond to discipline, such as a grievance program; and laws relevant to termination.

Matters to consider before disciplining employees include: ensuring that employees know what is and is not permitted in the workplace; how to discipline with fairness; and how to properly conduct an investigation into allegations of employee wrongdoing.

First and foremost, employees must have fair and reasonable notice of what is expected of them. They must know the parameters of permissible and prohibited conduct in the workplace.

Rules should be:. If employees believe they are being treated fairly, they are much more likely to accept the consequences of their actions. Consistent and fair discipline will also help to prevent successful claims of discrimination or other unlawful conduct.

Allegations of employee misconduct or wrongdoing should be carefully investigated. If an employee is accused of misconduct or a rule infraction, the employer should promptly, fairly and thoroughly conduct an investigation into the matter to make an independent determination of the facts and circumstances surrounding the alleged misconduct.

When an employer fails to properly investigate, the employee may gain a resource to support a claim of discrimination or similar unlawful act. Every employer should establish a protocol for internal investigations so that investigations can be conducted on a uniform basis. The protocol should specify both the persons to conduct the investigation and the process to be used in the investigation such as the interviewing of alleged witnesses.

The goal is to be thorough—to learn all the facts surrounding the alleged misconduct to reach an informed decision as to what occurred. See How to Conduct an Investigation. Situations that require investigations can be very sensitive, and it is prudent to consult with a professional to obtain specific guidance to help avoid potential liability issues.

All matters involving employee discipline, discharge, injury or any other circumstance that could give rise to employer liability should be carefully and accurately documented. Months or even years after the incident, when memories have faded, the careful, thorough documentation of events will help refresh recollection and tell the story accurately. For example, if an employee is charged with embezzlement or workplace violence, the employer may wish to remove the employee from the premises pending completion of the investigation.

The suspension may be done without pay; however, if the investigation exonerates the employee, the employee should be paid for the days of suspension. If the investigation confirms the misconduct, the suspension without pay should stand. Progressive discipline is a method of discipline that uses graduated steps for dealing with problems related to an employee's conduct or performance that do not meet clearly defined standards and policies.

The ultimate objective of progressive discipline is to help employees correct conduct problems and resolve performance issues in the earliest stages. Written Warning. Grievance programs and the use of one or more alternative dispute resolution methods provide a forum for employees to challenge an employment decision. A grievance procedure allows employees a formal avenue through which to seek a forum and possible redress if the employee thinks he or she has been wronged in some way.

These programs often serve a "therapeutic purpose. An internal grievance program should have a minimum of two steps and probably no more than three:. Step 1. But, disciplinary action against a delinquent employee is painful and generates resentment on his part.

Hence, a question arises as to how to impose discipline without generating resentment? According to the Red Hot Stove rule, disciplinary action should have the following consequences:. If disciplinary action is to be taken, it must occur immediately so the individual will understand the reason for it. With the passage of time, people have the tendency to convince themselves that they are not at fault. It is very important to provide advance warning that punishment will follow unacceptable behaviour.

As you move closer to hot stove, you are warned by its heat that you will be burned if you touch it. Disciplinary action should also be consistent in that everyone who performs the same act will be punished accordingly. As with a hot stove, each person who touches it is burned the same way. Disciplinary action should be impersonal. There are no favourites when this approach is followed. The important causes of indiscipline are analyzed under three heads:.

Where the organization, while hiring the employees, fail to assess the traits of individuals like attitude, obedience, tolerance and inquisitiveness, it may end up hiring employees who challenge any decision made by the management.

This may breed indiscipline. Lack of code of conduct for employees has potential to disorient them thereby sowing seeds of indiscipline. Where an employee hired for a job for which he has neither aptitude nor attitude, he is sure to develop ill-feelings. He may find the job uninteresting and do everything to evade responsibility.

Ineffective leadership characterised by authoritarianism and incompetency, and distrustful relations with employees fuel indiscipline among the employees. Indiscriminate use of penal provisions triggers reactionary group indiscipline. Favouritism and nepotism practiced by supervisors vitiate discipline. Divisive policies pursued by management and instituting unofficial spy network spoils the work atmosphere thereby engendering indiscipline. Biased performance evaluation on considerations of caste, creed, colour, gender, religion and region promotes ill-feeling and a sense of injustice among employees which culminate in indiscipline.

Absence of grievance redressal mechanism frustrates employees thereby breeding indiscipline among them. Individual differences caused by education, experience, values, attitudes, beliefs, intelligence, personality, etc.

Therefore some individuals conform to rules and standards of behaviour in much wider context than others. Individual features that lead to indiscipline behaviour are as follows:. Individuals with non-conformist values tend to engage in indisciplined behaviour. Every individual perceives reward and punishment differently and react to it accordingly. When the reward is not commensurate with his expectation, he may feel frustrated and indulge in indiscipline.

Individuals differ in work ethics. Those with high ethical values tend to be committed and involved in the jobs while those with low ethical values show alienation to their jobs and exhibit negative behaviour.

Since an organization is also one of the members of the society, discipline observed by the society manifests in organizations. Indiscipline prevailing in family, educational institutions, political system, religious institutions, break down of social control mechanism, etc. Minor Punishment :. Oral Reprimand — When a superior officer verbally warns the employee committing the offence, he expresses that he does not approve of his behaviour. For example, employee sleeping during working hours or found smoking in the workplace.

Written Reprimand — Manager writes up the warnings and mails it to the employee concerned. The employee is called for explanation.

A copy of his reply is sent to HR Department. Punitive Suspension — It is awarded for minor offenses. It may extend for a few days. Employee gets subsistence allowance during the suspension period.

Loss of Privilege — Some of the privileges like assigning interesting work, shift preferences, leave, flexi hours, choice of machine etc. Fine — A deduction may be made from the pay for certain offences like damage to the goods, machines and property of the company or for loss of money he has to account for. Transfer — An employee may be transferred to a far off place or to a different department for the offence committed. It is usually awarded by companies or institutions operating with a network of branches.

Government institutions practise this type of punishment. Major Punishment :. The loss is recovered from the pay of the employee. Demotion — When the employee proves himself to be unfit for the present job he is holding, he is downgraded to a lower job carrying lower pay and responsibilities.

Suspension pending enquiry — It is awarded for serious offence. His regular wages are withheld during the period. The punitive suspension may extend for a longer period say several months till the enquiry is completed.

Discharge — It is awarded for the gravest offence involving integrity, moral turpitude, etc. There is a stigma attached to the dismissal and he may find it difficult to get employment elsewhere. The purpose of discipline is to assist employees in changing their performance, attendance, or behaviour. This requires that the employees have adequate information about their current performance, attendance, or behaviour versus the desired performance, attendance, or behaviour.

There are four general types of disciplinary actions available when employees fail to meet expected levels of performance or conduct:. This is generally the first step of the disciplinary actions taken against an erring employee. An employee might receive several verbal warnings before progressing to the next step of the disciplinary procedure.

However, for a serious problem, managers might skip this step. Verbal warnings should always be done calmly, objectively and privately. It is a good idea to have a second manager or officer present during the verbal counseling as a witness. This step is generally preceded by a verbal warning. The manager or supervisor should meet with the employee and his representative if applicable as in a verbal counseling session, but the employee should be given and allowed to review a formal written warning.

As with verbal counseling, a second manager can be present as a witness. The written warning should have a place for the employee to sign, acknowledging that he or she has received the warning, regardless of whether he or she agrees with the contents of the warning. If the employee refuses to sign, another manager or supervisor should be called as a witness to observe that the employee has been presented with the warning and refused to sign it, and that witness should sign the warning.

An adequate written warning should include, at a minimum, the following elements:. The name of the manager or supervisor administering the warning. A statement depicting the details of the misconduct or inadequate performance of the employee. The date of the misconduct or poor performance if appropriate. A signature line for a witness, if the employee refuses to sign.

A formal disciplinary action plan may include the following additional elements, namely:. A statement of the policy, rule, or practice that was violated. The steps which the employee agrees to follow in order to correct the problem or meet the desired level of performance, attendance, or behaviour.

Any commitments of assistance or support that the manager or supervisor has made. The time frame to be followed in achieving the goal of improved performance, attendance, or behaviour. The consequences that will occur if the performance, attendance, or behaviour is not improved within the specified time frame. This may range from one day to two weeks or more, depending upon the circumstances, and is almost always unpaid. For this reason, most employers prefer unpaid suspensions.

As a general rule, each suspension should be longer than the last, with termination as the final result. Before terminating an employee, a manager should review the personnel file and all relevant documents in order to determine if the termination is appropriate — and defensible in a subsequent lawsuit — given the facts and circumstances.

In addition, he should also ensure that similarly situated employees have been treated similarly in the past. Some behaviour warrants automatic dismissal.

Theft, destruction of company property, or falsifying documents. Abandonment of job no call, no show for three consecutive days. In addition to the steps outlined above, it is worthwhile to explore other forms of discipline, such as demotion, transfer, and reduced raises or bonuses.

Many employees can be very satisfactorily managed by economic concerns, such as bonuses and raises. Would you ever believe or want to meet this person again? The answer is NO. The same happens with our clients as well. If your meeting with a client is scheduled at 1 Pm, you have to be there at the meeting venue sharp on time, no matter what. Discipline and punctuality make you a confident professional.

You are not only in the good books of your superiors but also become a source of inspiration for your fellow workers. If you take a leave every week, it is but obvious you will be called on a holiday to finish your pending assignments. Trust me, being disciplined and punctual allow you to enjoy your work and office never becomes a boring place. Disciplined employees seldom find their names dragged in controversies or nasty politics.

Trust me; no one would respect you if you are not disciplined and punctual. View All Articles.