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EMPLOYEE DISCIPLINE
HUMAN RESOURCE MANAGEMENT
HRM
Jithin
Omanakuttan
Introduction
 Employee performance and behaviour is expected
to contribute toward the achievement of the
organization's goals and objectives.
 When an employee's performance or behaviour is
unsatisfactory, corrective action must be taken.
 Corrective action will follow the process of
progressive discipline when the situation is a result
of inappropriate behaviour or unsatisfactory
performance when the employee has the ability to
perform at an acceptable level but chooses not to
do so.
HRM
Jithin
Omanakuttan
Meaning &
Definition
 Discipline is employee learning that promotes self-
control, dedication, and orderly conduct.
 It refers to a condition or attitude, prevailing
among employees, with respect to rules and
regulations in an organization.
 Discipline in the broadest sense means
orderliness, the opposite of confusion.
 It does not mean a strict and technical observance
of rigid rules and regulations.
 It simply means working, cooperating and
behaving in a normal and ordinary way, as any
responsible person would expect an employee
to do.
HRM
Jithin
Omanakuttan
Meaning &
Definition
 According to Richard D. Calhoon,
“Discipline is the force that prompts
individuals or groups to observe rules,
regulations, standards and procedures
deemed necessary for an organization.”
HRM
Jithin
Omanakuttan
Nature of
Discipline
 Maintenance of discipline is a prerequisite to
the attainment of maximum productivity.
 No amount of pressure can succeed in the long
run unless one is committed to improve or
learn.
 True discipline is educational because it
changes the very attitude of the workers
towards their work and workplace. It must,
therefore, be understood that discipline must
be developed from within.
 Discipline has to be reformative and not
punitive.
 Discipline aim at development rather than
punishing.
HRM
Jithin
Omanakuttan
Objectives
 To obtain willing acceptance of the rules,
regulations and procedures of an organization so
that organizational goals may be attained.
 To impart an element of certainty despite several
difference in informal behaviour patterns and other
related changes in an organization.
 To develop among the employees a spirit of
tolerance and a desire to make adjustments.
 To give and seek direction and responsibility.
 To create an atmosphere of respect for human
personality and human relations.
 To increase the working efficiency and morale of
the employees so that their productivity is stepped
up and the cost of production is improved.
HRM
Jithin
Omanakuttan
Components
of Discipline
 According to Megginson, discipline
involves the following three things.
1. Self-discipline.
2. Orderly behaviour.
3. Punishment
HRM
Jithin
Omanakuttan
Self-
Discipline
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.
HRM
Jithin
Omanakuttan
5 Pillars of
Self-
discipline
 A - Acceptance
 W - Willpower
 H - Hard work
 I - Industry
 P - Persistence
“A WHIP”- since many people associate self
discipline with whipping themselves into shape.
HRM
Jithin
Omanakuttan
To be Self-
Disciplined
 Get yourself organized
 Don’t constantly seek to be entertained
 Be on time
 Keep your word
 Do the most difficult tasks first
 Finish what you start
 Accept correction
 Practice self denial
 Welcome responsibility
HRM
Jithin
Omanakuttan
Orderly
Behaviour
Orderly behaviour refers to discipline
as a condition that must exist for an
orderly behaviour in the organization.
HRM
Jithin
Omanakuttan
Punishment
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
HRM
Jithin
Omanakuttan
Types of
Punishment
Different types of punishment resulting from
various types of omission or misconduct are
as follows:
 Oral warnings
 Written warnings
 Loss of privileges and fines
 Punitive suspension
 Withholding of increments
 Demotion
 Termination
HRM
Jithin
Omanakuttan
Aspects
Aspects of
Discipline
Positive
Aspects
Negative
Aspects
HRM
Jithin
Omanakuttan
Positive
Aspects
(Self-
discipline or
Constructive
Discipline)
Employees believe in and support
discipline and adhere to the rules,
regulations and desired standards of
behaviour.
It takes the form of positive support
and reinforcement for approved
actions and its aim is to help the
individual in moulding his behaviour
and developing him in a corrective and
supportive manner.
HRM
Jithin
Omanakuttan
Negative
Aspect
(Punitive
Approach
or
Corrective
Approach)
 Employees do not believe in and support
discipline and do not adhere to the rules,
regulations and desired standards of
behaviour.
 Disciplinary programme forces and
constraints the employees to obey orders
and function in accordance with set rules
and regulations through warnings, penalties
and other forms of punishment.
 This is also autocratic approach as the
subordinates are given no role in
formulating the rules and they are not told
why they are punished.
Organisational
Disciplinary Line
Too High Too Low
HRM
Jithin
Omanakuttan
Too High
(People are
insulted.
Productivity
drops)
HRM
Jithin
Omanakuttan
Too Low
(People
take
liberties.
Productivity
drops)
HRM
Jithin
Omanakuttan
Employee
Problem
The organisation
Establishes
Rules &
Standards
Communicates
Rules &
Standards
Problem Behaviour
Attempts to change
inappropriate
behaviour
Assess
Behaviour &
Performance
HRM
Jithin
Omanakuttan
How
Important
is
Workplace
Discipline?
 Curbs Problem Behaviour
 Protection
 Improve Performances
 Upholds Workplace Standards
 Helps Avoid Lawsuits
 Averts Bigger Problems Later
 Organization’s Gain
 Positive Employee Discipline
HRM
Jithin
Omanakuttan
Curbs
Problem
Behaviour
 The importance of this result is in direct
proportion to the severity of the offense.
 Ignoring an employee who is exhibiting
erratic or dangerous behaviour can result in
tragedy; ignoring one who is sowing discord
will lower employee morale and may reduce
productivity over time.
HRM
Jithin
Omanakuttan
Protection
 Conduct of an employee affects other
employees too.
 With a clear and effective employee-
discipline plan in place, employees know
the consequences of their conduct.
 This streamlines providing information
about employee behaviour and provides a
sense of security to employees.
HRM
Jithin
Omanakuttan
Improve
Performance
 A transparent employee-discipline program
can deal effectively with problems like
absenteeism, tardiness, missing deadlines
or not adhering to other codes of conduct at
the workplace.
HRM
Jithin
Omanakuttan
Upholds
Workplace
Standards
 Workplace discipline, when consistently and
fairly applied, reinforces the rules you've
established for workplace conduct and
promotes employee morale.
 Employees are more likely to respect
workplace rules when they know those
rules will be enforced, thus reducing the
likelihood that disciplinary action will be
needed in the future.
HRM
Jithin
Omanakuttan
Helps
Avoid
Lawsuits
 Workplace discipline, when used to uphold
your company's discrimination or
harassment policies.
 When discrimination or harassment claims
are just, swift disciplinary action can help
reduce the likelihood of costly lawsuits.
HRM
Jithin
Omanakuttan
Averts
Bigger
Problems
Later
 When workplace discipline is postponed,
either out of a belief that it's a one-time
mistake, or a fear of creating resentment,
the employee often doesn't realize that he's
done something wrong.
 Swift correction of problem behaviour
prevents these adverse events.
HRM
Jithin
Omanakuttan
Organization’s
Gain
 Other than ensuring protection, an effective
employee-discipline code creates a
congenial environment in which employees
can work.
 This increases their output, which translates
into increased profit for an organization.
HRM
Jithin
Omanakuttan
Positive
Employee
Discipline
 Tools for employee discipline are powerful and
must be used only in a positive way.
 The Human Resources Department Of The
University Of Oklahoma includes 5
components for positive employee discipline;
 Communicating performance expectations
 Requirements to employees
 Giving oral reminders
 Written reminders and disciplinary leave of absence
 Termination
 The components are in increasing order of
severity.
HRM
Jithin
Omanakuttan
Importance
to discipline
HRM
Jithin
Omanakuttan
Indiscipline
 Indiscipline means disorderliness,
insubordination and not following the
rules and regulations of an organization.
 The symptoms of indiscipline are change in
the normal behaviour, absenteeism, apathy,
go-slow at work, increase in number and
severity of grievances, persistent and
continuous demand for overtime allowance,
lack of concern for performance, etc.
HRM
Jithin
Omanakuttan
Symptoms
of General
Indiscipline
 Absence from work
 Absenteeism
 Abusing customers
 Abusive language toward supervisor
 Assault and fighting among employees
 Causing unsafe working conditions
 Damage to or loss of machinery or materials
Dishonesty
 Disloyalty to employer (includes competing with
employer, conflict of interest)
 Falsifying company records (including time
records, production records)
HRM
Jithin
Omanakuttan
Symptoms
of General
Indiscipline
 Falsifying employment application
 Gambling
 Horseplay
 Incompetence (including low productivity)
 Insubordination
 Leaving place of work (including quitting early)
 Loafing
 Misconduct during a strike
 Negligence
 Obscene or immoral conduct
HRM
Jithin
Omanakuttan
Symptoms
of General
Indiscipline
 Participation in a prohibited strike
 Possession or use of drugs or intoxicants
 Profane or abusive language (not toward
supervisor)
 Refusal to accept a job assignment
 Refusal to work overtime
 Sleeping on the job
 Slowdown
 Tardiness
 Theft Threat to or assault of management
representative
HRM
Jithin
Omanakuttan
Approaches
of
workplace
discipline
Approaches
Positive
Discipline
Progressive
Discipline
HRM
Jithin
Omanakuttan
Positive
discipline
 Positive discipline fosters appropriate
behaviour by encouraging employee
participation.
 The first step is to lay out clear protocol and ethical
guidelines to ensure your employees fully
understand what you expect. The next step is to
use constructive criticism to instil correct
behaviours.
 In “positive” discipline, there is willingness to
comply that comes from the desire to
cooperate in achieving the common goal of the
organisation. The emphasis here is on
cooperative efforts to secure compliance to
organisational norms.
HRM
Jithin
Omanakuttan
Process of
Positive
Discipline
Counselling
Written
Warning
Final
Warning
Discharge
HRM
Jithin
Omanakuttan
Progressive
Discipline
 The process for correcting single and repeat
episodes of employee failure to comply with rules
and/or to meet specific workplace expectations for
conduct.
 Corrections to unacceptable behaviour may be
addressed under this policy or the Performance
Accountability & Commitment Policy, depending on
the individual circumstances and the nature and
extent of correction that is needed.
 Progressive Discipline is a step-by-step
process designed to modify unacceptable
employee behaviours, which also allows
for discipline to start at a higher step based on
the severity and circumstances of the situation.
HRM
Jithin
Omanakuttan
Process of
Progressive
Discipline
Verbal
Counselling
Written
Warning
Suspension
Without pay
Termination
HRM
Jithin
Omanakuttan
Advantages
–
Progressive
Discipline
It has two advantages to managers,
 It gives the employee additional
opportunities to correct his performance
prior to discharge.
 It stresses the seriousness of repeated
violations to employees.
HRM
Jithin
Omanakuttan
Dis-
advantages –
Progressive
Discipline
 Progressive discipline may result into bitter
relationships between supervisor and
employee.
 Supervisor may feel obligated to address
every performance offence and assign an
appropriate punishment to it, even though it
may not be required.
 Management may focus only on the
problem employees at the expense of the
good performers, thereby consuming too
much of a manager’s time.
HRM
Jithin
Omanakuttan
“ Hot Stove
Rule “
 The Hot Stove Rule is a commonly adopted
management principle. It was proposed by
Douglas Murray McGregor in the early 60s.
 This principle is an analogy between breaching
company discipline and touching a hot stove.
 In the principle, McGregor has illustrated how
an employer can impose disciplinary actions on
its employees without creating the feeling of
resentment or annoyance in them.
 The central idea of the principle is that the
rational and effective employee discipline
can be maintained by punishing employees
for breach of discipline in ways similar to
touching a hot stove.
HRM
Jithin
Omanakuttan
Contd.
The following rules explains the theory
 All individuals must be forewarned that if they
touch the hot stove (i.e., break a rule), they
will be burned (punished or disciplined).
They must know the rule beforehand and be
aware of the punishment
 If the individual touches the stoves (i.e.,
breaks a rule), there will be immediate
consequences (getting burned). All discipline
should be administered immediately after rules
are broken.
HRM
Jithin
Omanakuttan
Contd.
 If the individual touches the stove again, they
will again be burned. Therefore, there is
consistency. Each time, the rule is broken;
there are immediate and consistent
consequences.
 If any other individual touches the hot stove,
they will also get burned. Discipline must be
impartial and everyone must be treated in
the same manner if the rule breaking is the
same.
HRM
Jithin
Omanakuttan
Contd.
Disciplinary action must be directed
against the act, not against the
person. It must be used by
supervisors as a tool to develop the
employee and the group.
The steps that should be followed are:
HRM
Jithin
Omanakuttan
Contd.
 Immediate investigation of the offense must be
done to determine the facts.
 Previous warning. In labour relations, it is
important that the company policies, rules and
regulations be issued to and explained to all
employees upon induction as part of the orientation
program.
 Consistency in the administration of disciplinary
action is highly essential so that employees will
know what to expect as a consequence of an
infraction or violation of the rule or regulation.
 Disciplinary action must be impersonal. It should
be institutional.
HRM
Jithin
Omanakuttan
Key points
- Hot Stove
Rule
 You had a warning – you knew what would
happen if you touched the stove
 The penalty was consistent – everyone gets
the same treatment
 The penalty is impersonal – a person is
burned not because of who he or she is, but
because the stove was touched
 The penalty is not delayed.
 So check out the facts first, follow due
process and, if appropriate, apply the discipline as
soon after the event as investigations will allow. If
you fail to be consistent, you may end up getting
your own fingers burnt!
HRM
Jithin
Omanakuttan
How to Deal
with
Disciplinary?
HRM
Jithin
Omanakuttan
Conclusion
 Discipline means securing consistent behaviour in
accordance with the accepted norms of behaviour.
 Discipline means orderliness. It implies the absence of chaos,
irregularity and confusion in the behaviour of workers.
 Those employees who observe the rules and standards are
rewarded by praise, by security and often by advancement.
 Those who cannot stay in line or measure up to performance
standards are penalised in such a way that they can clearly
learn what acceptable performance and behaviour are.
 Discipline should never be used as a show of authority or
power on the supervisor’s part.
 Positive discipline aim is to help the individual in moulding his
behaviour and developing him in a corrective and supportive
manner.
 Hot Stove Rule is help an employee to understand
organisational rules, policies and regulation.
HRM
Jithin
Omanakuttan
References
 Discipline in Workplace - UBC Human
Resources -
www.hr.ubc.caadministratorsemployee-
relationsdiscipline-in-the-workplace.com
 Whatishumanresource.com -
www.whatishumanresource.comemployee-
discipline
 Wikipedia- Free Encyclopaedia -
en.wikipedia.org/Wiki/organisational_discipline.
 Human resource management – Aswathappa
THANK YOU

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EMPLOYEE DISCIPLINE

  • 2. HRM Jithin Omanakuttan Introduction  Employee performance and behaviour is expected to contribute toward the achievement of the organization's goals and objectives.  When an employee's performance or behaviour is unsatisfactory, corrective action must be taken.  Corrective action will follow the process of progressive discipline when the situation is a result of inappropriate behaviour or unsatisfactory performance when the employee has the ability to perform at an acceptable level but chooses not to do so.
  • 3. HRM Jithin Omanakuttan Meaning & Definition  Discipline is employee learning that promotes self- control, dedication, and orderly conduct.  It refers to a condition or attitude, prevailing among employees, with respect to rules and regulations in an organization.  Discipline in the broadest sense means orderliness, the opposite of confusion.  It does not mean a strict and technical observance of rigid rules and regulations.  It simply means working, cooperating and behaving in a normal and ordinary way, as any responsible person would expect an employee to do.
  • 4. HRM Jithin Omanakuttan Meaning & Definition  According to Richard D. Calhoon, “Discipline is the force that prompts individuals or groups to observe rules, regulations, standards and procedures deemed necessary for an organization.”
  • 5. HRM Jithin Omanakuttan Nature of Discipline  Maintenance of discipline is a prerequisite to the attainment of maximum productivity.  No amount of pressure can succeed in the long run unless one is committed to improve or learn.  True discipline is educational because it changes the very attitude of the workers towards their work and workplace. It must, therefore, be understood that discipline must be developed from within.  Discipline has to be reformative and not punitive.  Discipline aim at development rather than punishing.
  • 6. HRM Jithin Omanakuttan Objectives  To obtain willing acceptance of the rules, regulations and procedures of an organization so that organizational goals may be attained.  To impart an element of certainty despite several difference in informal behaviour patterns and other related changes in an organization.  To develop among the employees a spirit of tolerance and a desire to make adjustments.  To give and seek direction and responsibility.  To create an atmosphere of respect for human personality and human relations.  To increase the working efficiency and morale of the employees so that their productivity is stepped up and the cost of production is improved.
  • 7. HRM Jithin Omanakuttan Components of Discipline  According to Megginson, discipline involves the following three things. 1. Self-discipline. 2. Orderly behaviour. 3. Punishment
  • 8. HRM Jithin Omanakuttan Self- Discipline 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.
  • 9. HRM Jithin Omanakuttan 5 Pillars of Self- discipline  A - Acceptance  W - Willpower  H - Hard work  I - Industry  P - Persistence “A WHIP”- since many people associate self discipline with whipping themselves into shape.
  • 10. HRM Jithin Omanakuttan To be Self- Disciplined  Get yourself organized  Don’t constantly seek to be entertained  Be on time  Keep your word  Do the most difficult tasks first  Finish what you start  Accept correction  Practice self denial  Welcome responsibility
  • 11. HRM Jithin Omanakuttan Orderly Behaviour Orderly behaviour refers to discipline as a condition that must exist for an orderly behaviour in the organization.
  • 12. HRM Jithin Omanakuttan Punishment 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
  • 13. HRM Jithin Omanakuttan Types of Punishment Different types of punishment resulting from various types of omission or misconduct are as follows:  Oral warnings  Written warnings  Loss of privileges and fines  Punitive suspension  Withholding of increments  Demotion  Termination
  • 15. HRM Jithin Omanakuttan Positive Aspects (Self- discipline or Constructive Discipline) Employees believe in and support discipline and adhere to the rules, regulations and desired standards of behaviour. It takes the form of positive support and reinforcement for approved actions and its aim is to help the individual in moulding his behaviour and developing him in a corrective and supportive manner.
  • 16. HRM Jithin Omanakuttan Negative Aspect (Punitive Approach or Corrective Approach)  Employees do not believe in and support discipline and do not adhere to the rules, regulations and desired standards of behaviour.  Disciplinary programme forces and constraints the employees to obey orders and function in accordance with set rules and regulations through warnings, penalties and other forms of punishment.  This is also autocratic approach as the subordinates are given no role in formulating the rules and they are not told why they are punished.
  • 20. HRM Jithin Omanakuttan Employee Problem The organisation Establishes Rules & Standards Communicates Rules & Standards Problem Behaviour Attempts to change inappropriate behaviour Assess Behaviour & Performance
  • 21. HRM Jithin Omanakuttan How Important is Workplace Discipline?  Curbs Problem Behaviour  Protection  Improve Performances  Upholds Workplace Standards  Helps Avoid Lawsuits  Averts Bigger Problems Later  Organization’s Gain  Positive Employee Discipline
  • 22. HRM Jithin Omanakuttan Curbs Problem Behaviour  The importance of this result is in direct proportion to the severity of the offense.  Ignoring an employee who is exhibiting erratic or dangerous behaviour can result in tragedy; ignoring one who is sowing discord will lower employee morale and may reduce productivity over time.
  • 23. HRM Jithin Omanakuttan Protection  Conduct of an employee affects other employees too.  With a clear and effective employee- discipline plan in place, employees know the consequences of their conduct.  This streamlines providing information about employee behaviour and provides a sense of security to employees.
  • 24. HRM Jithin Omanakuttan Improve Performance  A transparent employee-discipline program can deal effectively with problems like absenteeism, tardiness, missing deadlines or not adhering to other codes of conduct at the workplace.
  • 25. HRM Jithin Omanakuttan Upholds Workplace Standards  Workplace discipline, when consistently and fairly applied, reinforces the rules you've established for workplace conduct and promotes employee morale.  Employees are more likely to respect workplace rules when they know those rules will be enforced, thus reducing the likelihood that disciplinary action will be needed in the future.
  • 26. HRM Jithin Omanakuttan Helps Avoid Lawsuits  Workplace discipline, when used to uphold your company's discrimination or harassment policies.  When discrimination or harassment claims are just, swift disciplinary action can help reduce the likelihood of costly lawsuits.
  • 27. HRM Jithin Omanakuttan Averts Bigger Problems Later  When workplace discipline is postponed, either out of a belief that it's a one-time mistake, or a fear of creating resentment, the employee often doesn't realize that he's done something wrong.  Swift correction of problem behaviour prevents these adverse events.
  • 28. HRM Jithin Omanakuttan Organization’s Gain  Other than ensuring protection, an effective employee-discipline code creates a congenial environment in which employees can work.  This increases their output, which translates into increased profit for an organization.
  • 29. HRM Jithin Omanakuttan Positive Employee Discipline  Tools for employee discipline are powerful and must be used only in a positive way.  The Human Resources Department Of The University Of Oklahoma includes 5 components for positive employee discipline;  Communicating performance expectations  Requirements to employees  Giving oral reminders  Written reminders and disciplinary leave of absence  Termination  The components are in increasing order of severity.
  • 31. HRM Jithin Omanakuttan Indiscipline  Indiscipline means disorderliness, insubordination and not following the rules and regulations of an organization.  The symptoms of indiscipline are change in the normal behaviour, absenteeism, apathy, go-slow at work, increase in number and severity of grievances, persistent and continuous demand for overtime allowance, lack of concern for performance, etc.
  • 32. HRM Jithin Omanakuttan Symptoms of General Indiscipline  Absence from work  Absenteeism  Abusing customers  Abusive language toward supervisor  Assault and fighting among employees  Causing unsafe working conditions  Damage to or loss of machinery or materials Dishonesty  Disloyalty to employer (includes competing with employer, conflict of interest)  Falsifying company records (including time records, production records)
  • 33. HRM Jithin Omanakuttan Symptoms of General Indiscipline  Falsifying employment application  Gambling  Horseplay  Incompetence (including low productivity)  Insubordination  Leaving place of work (including quitting early)  Loafing  Misconduct during a strike  Negligence  Obscene or immoral conduct
  • 34. HRM Jithin Omanakuttan Symptoms of General Indiscipline  Participation in a prohibited strike  Possession or use of drugs or intoxicants  Profane or abusive language (not toward supervisor)  Refusal to accept a job assignment  Refusal to work overtime  Sleeping on the job  Slowdown  Tardiness  Theft Threat to or assault of management representative
  • 36. HRM Jithin Omanakuttan Positive discipline  Positive discipline fosters appropriate behaviour by encouraging employee participation.  The first step is to lay out clear protocol and ethical guidelines to ensure your employees fully understand what you expect. The next step is to use constructive criticism to instil correct behaviours.  In “positive” discipline, there is willingness to comply that comes from the desire to cooperate in achieving the common goal of the organisation. The emphasis here is on cooperative efforts to secure compliance to organisational norms.
  • 38. HRM Jithin Omanakuttan Progressive Discipline  The process for correcting single and repeat episodes of employee failure to comply with rules and/or to meet specific workplace expectations for conduct.  Corrections to unacceptable behaviour may be addressed under this policy or the Performance Accountability & Commitment Policy, depending on the individual circumstances and the nature and extent of correction that is needed.  Progressive Discipline is a step-by-step process designed to modify unacceptable employee behaviours, which also allows for discipline to start at a higher step based on the severity and circumstances of the situation.
  • 40. HRM Jithin Omanakuttan Advantages – Progressive Discipline It has two advantages to managers,  It gives the employee additional opportunities to correct his performance prior to discharge.  It stresses the seriousness of repeated violations to employees.
  • 41. HRM Jithin Omanakuttan Dis- advantages – Progressive Discipline  Progressive discipline may result into bitter relationships between supervisor and employee.  Supervisor may feel obligated to address every performance offence and assign an appropriate punishment to it, even though it may not be required.  Management may focus only on the problem employees at the expense of the good performers, thereby consuming too much of a manager’s time.
  • 42. HRM Jithin Omanakuttan “ Hot Stove Rule “  The Hot Stove Rule is a commonly adopted management principle. It was proposed by Douglas Murray McGregor in the early 60s.  This principle is an analogy between breaching company discipline and touching a hot stove.  In the principle, McGregor has illustrated how an employer can impose disciplinary actions on its employees without creating the feeling of resentment or annoyance in them.  The central idea of the principle is that the rational and effective employee discipline can be maintained by punishing employees for breach of discipline in ways similar to touching a hot stove.
  • 43. HRM Jithin Omanakuttan Contd. The following rules explains the theory  All individuals must be forewarned that if they touch the hot stove (i.e., break a rule), they will be burned (punished or disciplined). They must know the rule beforehand and be aware of the punishment  If the individual touches the stoves (i.e., breaks a rule), there will be immediate consequences (getting burned). All discipline should be administered immediately after rules are broken.
  • 44. HRM Jithin Omanakuttan Contd.  If the individual touches the stove again, they will again be burned. Therefore, there is consistency. Each time, the rule is broken; there are immediate and consistent consequences.  If any other individual touches the hot stove, they will also get burned. Discipline must be impartial and everyone must be treated in the same manner if the rule breaking is the same.
  • 45. HRM Jithin Omanakuttan Contd. Disciplinary action must be directed against the act, not against the person. It must be used by supervisors as a tool to develop the employee and the group. The steps that should be followed are:
  • 46. HRM Jithin Omanakuttan Contd.  Immediate investigation of the offense must be done to determine the facts.  Previous warning. In labour relations, it is important that the company policies, rules and regulations be issued to and explained to all employees upon induction as part of the orientation program.  Consistency in the administration of disciplinary action is highly essential so that employees will know what to expect as a consequence of an infraction or violation of the rule or regulation.  Disciplinary action must be impersonal. It should be institutional.
  • 47. HRM Jithin Omanakuttan Key points - Hot Stove Rule  You had a warning – you knew what would happen if you touched the stove  The penalty was consistent – everyone gets the same treatment  The penalty is impersonal – a person is burned not because of who he or she is, but because the stove was touched  The penalty is not delayed.  So check out the facts first, follow due process and, if appropriate, apply the discipline as soon after the event as investigations will allow. If you fail to be consistent, you may end up getting your own fingers burnt!
  • 49. HRM Jithin Omanakuttan Conclusion  Discipline means securing consistent behaviour in accordance with the accepted norms of behaviour.  Discipline means orderliness. It implies the absence of chaos, irregularity and confusion in the behaviour of workers.  Those employees who observe the rules and standards are rewarded by praise, by security and often by advancement.  Those who cannot stay in line or measure up to performance standards are penalised in such a way that they can clearly learn what acceptable performance and behaviour are.  Discipline should never be used as a show of authority or power on the supervisor’s part.  Positive discipline aim is to help the individual in moulding his behaviour and developing him in a corrective and supportive manner.  Hot Stove Rule is help an employee to understand organisational rules, policies and regulation.
  • 50. HRM Jithin Omanakuttan References  Discipline in Workplace - UBC Human Resources - www.hr.ubc.caadministratorsemployee- relationsdiscipline-in-the-workplace.com  Whatishumanresource.com - www.whatishumanresource.comemployee- discipline  Wikipedia- Free Encyclopaedia - en.wikipedia.org/Wiki/organisational_discipline.  Human resource management – Aswathappa