Ms. Anubha Rastogi
Astt. Prof, Vidya School Of Business
2015-16

DISCIPLINE
• It is orderly behavior. Observance of rules & regulations.
• Negative Discipline: people remain in discipline out of fear of penalties.
• Positive discipline: people comply with discipline as an inherent desire to cooperate and
achieve goal.
• Self Discipline & Control: using training to imbibe discipline into employees.
Causes Of Indiscipline:
1.Absence of effective leadership
2. Unfair management practices
3. Communication Barrier
4. Non- Uniform Disciplinary Action
5. Divide and Rule Policy
6. Inadequate Attention to personal problems
7. Victimisation

Approaches Of Discipline
• Positive discipline approach: An oral reminder, A written reminder, A
decision making leave.
• Progressive Discipline Approach:
• Red hot stove rule:
1. Burns immediately
2. Provides warning
3. Gives Consistent punishment
4. Burns impersonally

Disciplinary Action
• Issuing a letter of charge
• Consideration of explanation
• Show-Cause Notice
• Holding of a full fledged enquiry
• Making a final order of punishment
• Follow up
Punishment
• Dismissal
• Discharge
• Suspension
• Demotion
• Withholding of increments
• Fine
• Warning

Grievance
• Any form of discontent or dissatisfaction with any aspect of the
organization.
• The discontent can arise out of real or imaginary reasons
• The discontent may be voiced or unvoiced
• It refers to perceived non-fulfillment of one’s expectations leading
to dissatisfaction with any aspect of the organization.
Forms Of Grievances
• Factual
• Imaginary
• Disguised

Causes
• Economic
• Work environment
• Supervision
• Work group
• Miscellaneous
Effects
On Production
• Low quality
• Low quantity
• Increase in wastage
• Increase in cost per
unit
On Employees
• Increase in absenteeism &
turnover
• Reduced commitment &
punctuality
• Increase in incidence of
accidents
• Reduced Employee morale
On Managers
• Strains superior Sub ordinate
relationship
• Increased degree of
supervision
• Increase in indiscipline cases
• Increase in unrest

Grievance Handling Procedure

Industrial Relations:
• Relationship between the management & labor or among employees
and their organization.
Nature of Industrial Relations:
• Employer- Employee Interaction
• Web Of Rules
• Multidimensional
• Dynamic And Changing
• Spirit Of Compromise & Accommodation
• Government’s Rule
• Wide Coverage
• Interactive And Consultative In Nature

Objective Of Industrial Relations
• Enhance economic status of the worker
• Regulate production by minimizing industrial conflicts
• Socialize industries
• Provide opportunity for the worker to have a say
• Improve workers strength
• Avoid industrial conflicts
• Maintain industrial democracy

Approaches to Industrial Relations
• Psychological Approach: difference in perception is the reason for
conflict
• Sociological Approach: difference in value system, customs and
traditions is the reason for conflict
• Human relations Approach: integrate individual objectives to
organizational objectives to reduce conflicts.
• Giri Approach: Collective Bargaining And joint negotiations are used
to settle disputes between labor and management
• Gandhian Approach: workers have the right to strike but in a
peaceful non violent manner

Forms Of Industrial Disputes
STRIKES
• Sympathetic Strikes
• General Strikes
• Unofficial Strikes
• Sectional Strikes
• Bumper Strikes
• Sit down Strikes (Also called Stay-In, Tool-Down, Pen-Down Strike)
• Slow Down strike
• Lightning Strike
• Hunger Strike

Forms Of Industrial Disputes
Lockout – management’s version of the strike. Worksite
is closed to prevent employees from working.
Gherao
Picketing: Carry banners and cards to show public display
of aggression
Boycott: disrupting normal functioning of the enterprise.

Industrial Disputes Settlement Machinery
• Conciliation: representative of workers and employers are brought
together before a group of person to persuade them to come to a
mutually satisfying agreement.
• Voluntary Arbitration: the conflicting parties voluntarily refer it to a
third party, arbitrator appointed by the parties itself.
• Adjudication: ultimate remedy for the settlement of disputes in
India. The third party is appointed by the government.

• Labor Relations
• The activities managers engage in to ensure they have effective working
relationships with the labor unions that represent their employees interests.
• Unions
• Represent worker’s interests to management in organizations.
• The power that a manager has over an individual worker causes workers to join
together in unions to try to prevent this.
• Collective bargaining
• Negotiation between labor and management to resolve conflicts and disputes
about issues such as working hours, wages, benefits, working conditions, and
job security.

Collective
Bargaining
Process