Disciplinary

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Disciplinary

  1. 1. Disciplinary Actions
  2. 2. LESSONDISCIPLINEINTRODUCTIONDEFINITION:According to Nirmal Sting “Discipline isemployee self control which prompts himto willingly co-operate with theorganisational standards, rules, objectivesetc”.
  3. 3. AIMS & OBJECTIVESTo ensure and enable the work in accordancewith the rules & regulations of the organizationTo ensure that employees follow Process&Procedures.To Provide direction and fix responsibilitiesTo maintain orderliness and rulesTo maintain trust & confidence.
  4. 4. FORMS & TYPESSelf imposed or positive –Motivation & WillingEnforced or Negative – InducingFear
  5. 5. ACTS OF INDISCIPLINE OR MISCONDUCT TYPES Minor infractions – cause very little harm but accumulated Major infractions – Affect Morale Intolerable offenses – cause serious harm
  6. 6. Basic acts of misconduct Attendance On the job behaviour Dishonesty Activities that are harmful for the organization.
  7. 7. Causes of Indiscipline & Misconduct When job does not suit his qualifications, experience or aptitudeStrained relationship with collegues and Supervisor.Improper or Biased evaluation of individualsInefficient, ineffective, close-door grievance redressal procedureLoss of trust & confidenceLack of proper education & upbringingImproper or inconvenient working conditionAmbiguous working responsibilities, policies & proceduresSocial & economic pressures.
  8. 8. Principles of Maintaining Discipline Rules and regulations should be framed with mutual co-ordination & acceptanceRules should be evaluated & updatedFormulated based on nature of work and working conditionObjective & unbiasedPenalties for violationMessage of disciplinary action to prevent reputationDisciplinary ProcedureMention it in Employees HandbookLegal and Human approach.
  9. 9. Mc Gregor’s Red Hot Stove Rule Administering Discipline is more like touching a hot stove. The results are Immediate – Not delayed Impersonal – reflect the offence not the person Consistent – results are consistent Foreseeable – Pre-determined consequences.
  10. 10. DISCIPLINARY PROCEDURE Forming and Issuing a Charge Considering the explanation Issuing the notice of enquiry Holding a full-fledged enquiry Final Order of Action Follow-up
  11. 11. TYPES OF DISCIPLINARY ACTION Verbal Warning Written Warning Suspension Demotion Pay cut Dismissal
  12. 12. Conditions for gross indiscipline Nature of the misconduct and the punishment must be in standing orders Enquiry must be conducted with prior notice Conduct enquiry in a fair manner Give chance to defend himself Create witness in support of contention Findings based on recorded evidence & unbiased Dismissal or discharge with good faith The order must be duly communicated
  13. 13. Code of Discipline inIndian Industry From 1st June 1958, as per the commendations of the Indian Labor conference held in New Delhi -1957 Management and employees should abide by self-impose rules Disputes should be settled through negotiation, conciliation and voluntary arbitration No party should take unilateral decision Existing machinery must be utilized The code discourages litigation through adjudication
  14. 14. Code of Discipline inIndian Industry Acts of violence, conversion, intimidation or incitement should not be indulged Precision & Speedy implementation Trade Unions & employees can take appropriate actions Unions that observe code of discipline are entitled for recognition.
  15. 15. Industrial Employment (Standing Orders) Act 1946objectiveTo ensure uniform and stable conditions of serviceEmployers must define clearly the conditions of employment in the form ofstanding orders or services rules & make them knownCentral Government or State government prescribed Model Standing ordersIndustrial establishment can follow the model or draw their own.The draft must be in conformity with the modelEmployees should adhere to the laid rulesAny question on application or interpretation, the labor court will take finaldecision.

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