Code of discipline

Code of discipline

1. Discipline Discipline is the key to success. Discipline can be positively related to performance. It is the bridge between goals and accomplishments. Effective discipline should be aimed at the behavior, and not at the employee personality. This is because the reason for discipline is to improve performance rather than punishing the employee.

2. Definition of Discipline Discipline is a procedure that corrects or punishes a subordinate because a rule of procedure has been violated.·— Dessler,2001 Discipline should be viewed as a condition within an organisation whereby Employees know what is expected of them in terms of the organisation’s rules, Standards and policies and what the consequences are of infractions.· — Rue & Byars , 1996

3. Nature of discipline According to Megginson , discipline involves the following three things. 1.Self-discipline. 2.Orderly behaviour . 3.Punishment

4. Self-discipline implies that a person brings the discipline in himself with a determination to achieve the goals that he has set for himself in life. Orderly behaviour refers to discipline as a condition that must exist for an orderly behaviour in the organization. Punishment is used to prevent indiscipline. When a worker goes astray in his conduct, he has to be punished for the same and the recurrences of it must be prevented

5. 1. Positive Discipline : Positive discipline involves creation of an atmosphere in the organisation whereby employees willingly conform to the established rules and regulations. Positive discipline can be achieved through rewards and effective leadership . 2 . Negative Discipline: Under negative discipline, penalties are used to force the workers to obey rules and regulations. In other words, workers try to adhere to rules and regulations out of fear of warnings, penalties and other forms of punishment. This approach to discipline is called negative or punitive approach.

6. Code of Discipline To maintain harmonious relations and promote industrial peace, a Code of Discipline has been laid down which applies to both public and private sector enterprises. It specifies various obligations for the management and the workers with the objective of promoting cooperation between their representatives.

7. Instances of indiscipline in industry 1. Attendance related problem- unexcused absence, chronic absenteeism 2. Off the job related problem- Sleeping at work, fighting with colleagues 3. Performance related problem- Substandard product, incomplete work 4. Dishonesty related problem- Falsifying work records & employ application 5. Destruction related problem- Theft, willfully damaging factory assets

8. Causes Of Indiscipline Unfair Management Practices Absence of Effective Leadership Communication Barriers Varying Disciplinary Measures Defective Supervision Inadequate attention to personnel Problems Victimisation Absence of Code of Conduct Divide and Rule Policy Deferring settlement of Employee Grievances Misjudgment in Promotion and Placements

9. Factors necessary for effective disciplinary system Training of supervisors is necessary. Centralization of discipline. Impersonal discipline. Review discipline decisions. Notification of conduct that may result in discipline. Information regarding penalties. Discipline shall be progressive. Documentation. Discipline shall be flexible and consistent. Disciplinary action should be prompt.

10. O bjectives of Code of Discipline Maintain peace and order in industry. Promote constructive criticism at all levels of management and employment. Avoid work stoppage in industry Secure the settlement of disputes and grievances by a mutually agreed procedure Avoiding litigations Facilitate a free growth of trade unions Eliminate all forms of coercion, intimidation and violations of rules and regulations governing industrial relations.

11. Principles of Code of Discipline There should be no strike or lockout without prior notice. No unilateral action should be taken in connection with any industrial matter. Employees should follow go slow tactics No deliberate damage should be caused to a plant or property Acts of violations, intimidation and coercion should not be resorted The existing machinery for the settlement of disputes should be utilized. Actions that disturb cordial relationships should be avoided.

12. Approaches to Discipline Handling employee misconduct is a very critical task to be performed by the senior managers. Misconduct and other offensive behaviors often lead to decreased levels of productivity as they affect the individual performance of the employees. To manage discipline among employees, every company opts for a discipline policy which describes the approach it will follow to handle misconduct..

13. Positive Discipline Approach This approach is based on the premise that role of a discipline approach should not always be to punish; rather, it should try to regulate the negative behavior of employees to make them better workers. Positive discipline is a corrective action which results in improved performance, more productivity and effective workforce. This approach tries to mend the negative behavior of employees by first providing them counseling in terms of what is expected out of them and then giving oral and written warnings to them. Termination or discharge in extreme cases may also take place

14. Progressive Discipline Approach It is a step by step program designed to correct performance problems arising out of employee misconduct. This approach typically follows four progressive steps to rectify offenses committed by an employee. It suggests that actions to modify behavior become progressively more severe as the employee continues to show improper behavior.

15. To ensure better discipline in industry, management and unions agree on not indulging into various actions.

16. Management and Union(s) agree that no unilateral action should be taken in connection with any industrial matter and that should be settled at appropriate level that the existing machinery for settlement of disputes should be utilized with the utmost efficiency that there should be no strike or lock-out without prior notice that neither party will have recourse to coercion, intimidation, victimization or go –slow tactics that they will avoid litigation, sit-down and stay-in strikes and lock-outs that they will promote constructive co-operation between their representatives at all levels and as between workers themselves that they will establish upon a mutually agreed grievance procedure which will ensure a speedy and full investigation leading to settlement; that they will abide by various stages in the grievance procedure and take no arbitrary action which would by-pass this procedure;

17. Management Agrees not to increase work-loads unless agreed upon or settled otherwise not to support or encourage any unfair labor practice such as discrimination and victimization of any employee to take prompt action for settlement of grievances and implementation of settlements, awards, decision and orders to take appropriate disciplinary action against its officers and members in cases where enquiries reveal that they were responsible for precipitate action by workers leading to indiscipline

18. Union agrees not to engage in any form of physical duress not to permit demonstrations which are not peaceful that their members will not engage or cause other employees to engage in any union activity during working hours to discourage unfair labor practices such as negligence of duty, damage to property and insubordination to take prompt action to implement awards, agreements, settlements and decisions

19. Factors Guiding Code Of Conduct The code of discipline and conduct communicates to the employees, the expected behavior and the professional responsibilities. The significance of code of conduct is that each employee should behave and perform in a way that preserves the company values and commitments. The code expects employees to conduct business with integrity and honesty. Moreover, it expects the employer to be an equal opportunity employer

20. Honesty and integrity Disclosure of information Harassment Outside employment Conflict of interest Confidentiality Equal opportunity employer Misusing company resources Health and safety Payment and gifts

21. Hot Stove Rule The "Hot-Stove Rule" of Douglas McGregor gives a good illustration of how to impose disciplinary action without generating resentment.This rule draws an analogy between touching a hot stove, and undergoing discipline. When you touch a hot stove, your discipline is immediate, with warning, consistent, and impersonal. .

22. When you touch the hot stove , you burn your hand. The burn was immediate. The penalty is not delayed. You had a warning – you knew what would happen if you touched the stove The penalty was consistent – Every time you touch the hot stove you get burned. The penalty is impersonal – a person is burned not because of who he or she is, but because the stove was touched. Everyone gets the same treatment