The document discusses various topics related to employee discipline and grievances, as well as separation of employment. It defines discipline and grievance, outlines objectives and types of discipline, describes grievance procedures and methods of identifying grievances. It also discusses the "hot stove rule" for discipline. Finally, it covers various types of separation of employment such as voluntary resignations and retirements, as well as involuntary separations like dismissal, layoffs, and retirement.

1. Discipline & Grievance

2. Content
Discipline : Definition ,Disciplinary procedure model
Grievance- :Definition, grievance procedures
Termination of employment
• Retirement
• Resignation and termination of contract
• Layoff
• Exit interviews
• Dealing with the human aspects of terminations and
counseling

3. DISCIPLINE
• ‘ A process of training a worker so that
to develop “Self control” & become
“More efficient” in his task or work’.
• ‘ A process which involves the
conditioning or moduling of the future
behavior of employees by the offer of
rewards and penalties.

4. DISCIPLINE
• Discipline is the process whereby management
takes steps to help an employee overcome
unacceptable behavior problems in the workplace.
• Due process is a set of procedures carried out in
accordance with established rules and principles to
ensure all employees are treated fairly.
Due Process Principles.
• Employees have a right to know what is expected
of them and what will happen if they fail to meet
expectations.
• Discipline must be based on facts.
• Employees should also have a right to present their
side of the story.
• Any punishment should be consistent with the
nature of the offense

5. OBJECTIVES OF DISCIPLINE
• Willing to accept of Rules, Regulations &
Procedures of an organization.
• To develop a spirit ofTOLERANCE & DESIRE
to make adjustments.
• To impart an element of certainty despite a
lots of several indifferences in informal
behavior.
• To give & seek direction & responsibility.
• To increaseWorkers efficiency.

6. TYPES OF
DISCIPLINE
POSTIVE
DISCIPLINE
NEGATIVE
DISCIPLINE
http://www.yourarticlelibrary.com/employees/types-of-employee-
discipline-positive-and-negative-discipline/35416

7. Positive discipline
• According to William R. Spriegel, “Positive
discipline does not replace reason but applies
reason to the achievement of a common
objective. Positive discipline does not restrict the
individual but enables him to have a greater
freedom in that he enjoys a greater degree of
self-expression in striving to achieve the group
objective, which he identifies as his own'”
• Evidences suggest that self-disciplined person
tends to be a better worker than one who is not.
Self- discipline, when developed from within,
leads to building up morale and esprit de corps
that is the desideratum of the time to run
organisations successfully.

8. Cont. Positive discipline
• This is also called ‘self-imposed discipline’. It
involves creation of an atmosphere in the
organisation through rewards, appreciation,
incentive payment, promotion, constructive
support etc. to motivate employees to work
willingly to accomplish the set goals.
• In essence, positive discipline emphasises the
concept of self-discipline or self-control. Thus, it
reduces the need for personal supervision to
make employees conform to organisational rules,
regulations, procedures and standards.

9. Negative Discipline:
• It is also called ‘enforced discipline’. In case of
negative discipline, employees are forced to obey
orders and abide by rules and regulations that
have been laid down, failing which penalties and
punishment would be imposed on them. Thus, the
objective of using punitive or coercive discipline is
to ensure that employees do not violate rules and
regulations formed by the organisation.
• In other words, the purpose of negative discipline
is to scare other employees and to ensure that
they do not indulge in undesirable behaviour. It is
worth mentioning here that negative discipline
cannot eliminate the undesirable behaviour of the
employees, but can merely suppress it.

10. Cont. Negative Discipline
• Punishment is not pleasant. It causes resentment
and hostility on the part of employees. That is
why this kind of discipline results in only the
minimum standards of performance on the part of
employees. This is precisely the reason why it is
rarely used in the organisations.
• Because punitive discipline leads to resentment, it
needs to be exercised in a progressive, sequential
and chronological manner. A progressive system
of discipline generally contains five steps, viz., an
oral reprimand, a written reprimand, a second
written warning, temporary suspension and
dismissal or discharge.

11. "Hot-Stove Rule"
Douglas McGregor

12. • When you touch the hot stove, you burn your hand.The
burn was immediate.Will you blame the hot stove for
burning your hand? Immediately, you understand the
cause and effect of the offense.The discipline was
directed against the act not against anybody else.You get
angry with yourself, but you know it was your fault.You
get angry with the hot stove too, but not for long as you
know it was not its fault.You learn your lesson quickly.
• You had warning as you knew the stove was red hot and
you knew what would happen to you if you touched it.
You knew the rules and regulations previously issued to
you by the company prescribing the penalty for violation
of any particular rule so you cannot claim you were not
given a previous warning.
• The discipline was consistent. Every time you touch the
hot stove you get burned. Consistency in the
administration of disciplinary action is essential.
Excessive leniency as well as too much harshness creates
not only dissatisfaction but also resentment.
• The discipline was impersonal.Whoever touches the hot
stove gets burned, no matter who he is. Furthermore, he
gets burned not because of who he is, but because he
touched the hot stove.The discipline is directed against
the act, not against the person. After disciplinary action
has been applied, the supervisor should take the normal
attitude toward the employee.

13. Always remember the Hot Stove Rule where
discipline is concerned:-
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!

14. GRIEVANCES &
GRIEVANCE
HANDLING

15. Grievances
• A grievance is a formal dispute between an employee &
management on the conditions of employment.
• Grievances are complaints that have been formally
registered in accordance with the grievance procedure.
• A grievance is any dissatisfaction or feeling of injustice in
connection with one’s employment situation that is
brought to the attention of the management.

16. Grievance must fall under the following category
• Compensation
Amenities
• Conditions of work
• Continuity of service
• Disciplinary action
• Fines
• Leave
•Superannuation
• Medical benefits
• Nature of job
• Payments
• Promotions
• Safety environment
• Transfers
• Victimization

17. W’s of Grievance Handling
• WHO is involved
• WHEN did it happen
• WHERE did it happen
• WHAT happened (EXACTLY)
• WHY is it grieve-able
• WHEN must the grievance be filed
• WHAT are the deadline dates
• WHAT must be done

18. Grievance - Source
Managerial Conditions Working Conditions Personal Factors
1
8
• PayScaleor
Wage rates
• Overtime
• Benefits –
Promotions,
Incentives,
Seniority and
Discharges.
• Lackof role clarity
• Autocratic
Leadership style of
supervisors.
• Lackregards for
collective
agreement.
• Unrealistic
• Nonavailabilityof
propertool,machines
andequipmentfor
doingthejob.
• Tightproduction
standards
• Badworkingconditions
• Poorrelationshipwith
thesupervisor.
• Negativeapproachto
discipline.
• Narrowattitude
• Overambition
• EgoisticPersonality
• Non-cooperative.
• PersonalProblems
outsidefactory

19. Grievance - Reasons
• Economic – Wage fixation, wage computation, overtime, bonus –
Employees feel they are getting less than what they ought to get
• Working Environment – Poor working conditions, defective
equipment and machinery, tools, materials.
• Supervision – Disposition of the boss towards the employee perceived
notions of favoritism, nepotism, bias etc.
• Work Group – Strained relations or incompatibility with peers.
Feeling of neglect, obstruction and victimization.
• Work Organization – Rigid and unfair rules, too much less work
responsibility, lack of recognition

20. Grievance - Effects
• On Production
– Low quality of production, Low productivity, Increase in wastage,
Increase in cost of production.
• On Employees –
Increased absenteeism, Reduction in level of commitment, Increase in
accidents, Reduced level of employee moral.
• On Managers –
Strained superior- subordinate relations, Need for increased
supervision/control and follow up, Increase in unrest.

21. Benefits of Grievance Handling
• It encourages employees to raise concerns without fear of
reprisal.
• It provides a fair & speedy means of dealing of grievances.
• It prevents minor disagreements developing into more
serious disputes.
• It saves employer’s time & money as solutions are found for
workplace problems. • It helps build in organisational climate
based on openness and trust.

22. Grievance Identification Technique
Gripe Boxes
Observations Open Door Policy
Exit Interviews
2
2

23. Methods of Identifying Grievances
1. Directive observation:
Knowledge of human behaviour is requisite quality of every good manager. From the changed
behaviour of employees, he should be able to snuff the causes of grievances. This he can do
without its knowledge to the employee. This method will give general pattern of grievances.In
addition to normal routine, periodic interviews with the employees, group meetings and
collective bargaining are the specific occasions where direct observation can help in unfolding
the grievances.
2. Grip boxes:
The boxes (like suggestion boxes) are placed at easily accessible spots to most employees in the
organisation. The employees can file anonymous complaints about their dissatisfaction in these
boxes. Due to anonymity, the fear of managerial action is avoided. Moreover management’s
interest is also limited to the free and fair views of employees.

24. Methods of Identifying Grievances
3. Open door policy:
Most democratic by nature, the policy is preached most but practiced very rarelyin Indian
organizations. But this method will be more useful in absence of an effective grievance
procedure, otherwise the organisation will do well to have a grievance procedure. Open door
policy demands that the employees, even at the lowest rank, should have easy access to the chief
executive to get his grievances redressed.
4. Exit interview:
Higher employee turnover is a problem of every organisation. Employees leave the organisation
either due to dissatisfaction or for better prospects. Exit interviews may be conducted to know
the reasons for leaving the job. Properly conducted exit interviews can provide significant
information about the strengths and weaknesses of the organisation and can pave way for
further improving the management policies for its labour force.

25. Grievance Redressal/ procedure
Machinery
• A grievance procedure is a formal process which is preliminary to an
arbitration, which enables the parties involved to attempt to resolve their
differences in a peaceful, orderly and expeditious manner,
• It enables the company and the trade union to investigate and discuss
the problem at issue without in any way interrupting the peaceful and
orderly conduct of business.
• When the grievance redressal machinery works effectively, it
satisfactorily resolves most of the disputes between labour and
management.

26. Grievance procedure
Open door procedure
Under this procedure , any
employee can take his
Grievance to the boss and talk
over the issue
Step ladder procedure
Under this procedure , the
employee has to proceed step
by step unless he/ she is able
to redress his/ her Grievance

27. Grievance Procedure
2
7

28. 2
8
Grievance Procedure Steps in Unionised
Organizations
In a unionized organisation, the operation of the grievance may
contain the following steps:
Step 1: The aggrieved employee verbally explains his grievance to his
immediate supervisor or in a conference or a discussion specifically
arranged for the purpose. The employee seeks satisfaction from his
supervisor. The grievance can be settled if the supervisor has been
properly trained for the purpose, and if he adheres strictly to a basic
problem-solving method.

29. 2
9
Step 2: The second step begins when the grievance is not settled by the supervisor.
In this case, it is sent to a higher level manager with a note in which are
mentioned the time, place and nature of the action to which the employee
objects. The higher level manager goes into the grievance and gives his decision
on the matter.
Step 3: This means that the grievance is to be submitted to the Grievance
Committee since the decisions of the supervisor and of the higher level
manager have not solved the problem. This committee, which is composed of
some fellow-employees, the shop steward or a combination of union and
management representatives, considers the record and may suggest a possible
solution. It may call upon the grievant to accept the employer's proposed
settlement.

30. 3
0
Step 4: If the decision or suggestion of the Grievance Committee is not
accepted by the grievant, he may approach the management or the
corporate executive.
Step 5: The final step is taken when the grievance is referred to an arbitrator
who is acceptable to the employee as well as the management.
They may agree beforehand that the arbitrator's award will be final and
binding on both the parties.

31. Separation of employment

32. “Separation of employment” refers
broadly to the process of managing the
termination of employment, whether
involuntary (such as discharge, layoff,
plant closure, disability or death) or
voluntary (such as resignation, job
abandonment or retirement)

33. Reasons for Separation
• Voluntary Separation
• Professional reasons
• Personal reasons
• Involuntary Separation
• Health problems
• Organizational problems

34. TypesofEmployee
Separations
Voluntary Separations
Quits or Resignations
Voluntary Retirements
System [VRS]
Involuntary
Separations
Dismissal
Retrenchments
Layoff
Right sizing
Retirement

35. • Voluntary separation – A separation that occurs when an
employee decides, for personal or professional reasons, to end
the relationship with the employer.
–Quits
–Retirements
Employees who Leave an Organization on their own
Interesting Article (Click on following Link) :
http://www.whatishumanresource.com/voluntary-separations

36. • Resignation: when the employee himself initiates the separation then
it is termed as separation. There are some resignation which are
avoidable and others which are unavoidable. It is the responsibility of
the management to look out the real reason of the resignation. In such
a cases the exit interview is better to conduct to find out the reason of
resignation.
• Voluntary Retirements System [VRS] : Voluntary
retirement programs can also provide employees with an option
to retire before the minimum age of a government pension scheme. It
is an offered to certain employees as an incentive to retire.

37. Involuntary separation – A separation that occurs when an employer
decides to terminate its relationship with an employee due to (1)
economic necessity or (2) a poor fit between the employee and the
organization.
• Dismissal
• Retrenchments
• Layoff
• Right sizing
• Retirement

38. • Lay off: lay off is generally done to reduce the financial burden
of the organization by temporary removing the surplus
employees. This is done due to inability of the employee to
recruit them due to shortage of sufficient resources. Lay off
results in a great loss to the organization as they had to suffer all
the expenses of selection, placement and training.
• Dismissal: dismissal or discharge means separating the
employee from the payroll due to unsatisfactory performance
where the employee fails to perform his duties well and he is
not properly skilled to perform his job or due to violation of
organizational rules it means indiscipline, dishonesty. What
ever is the cause of dismissal but it should be done at the last
stage.

39. • Retrenchment: Retrenchment means a permanent termination of the services of an
employee for economic reasons in a going concern. An employee to be retrenched is
required to be given three months notice before his retrenchment or in lieu of the notice he
must be paid his remuneration for the period of the notice. The retrenched employee is
entitled to get gratuity payment from his employer. For retrenchment of the employee,
notice is required to be given to the appropriate government authority and permission for
retrenchment must be obtained from the authority. The principle of 'last come, first go* is
followed for deciding which employee should be retrenched.
• Retirement: number of separation in the organization happen due to retirement.
There must be clear rules of retirement there may be compulsory retirement where
an employee has to retire after attaining a particular age. Forced retirement means
when a person is found guilty in the court of law or breaks any service agreement
then has to retire forcibly irrespective of his age. Premature retirement means that
the employee becomes disable to perform the job in that case he may be given the
option to take retirement before his retirement age
Interesting Article (Click on following Link) :
http://www.whatishumanresource.com/involuntary-separations

41. Layoff also called redundancy in the UK, is the temporary suspension or
permanent termination of employment of an employee or a group of
employees for business reasons, such as when certain positions are no
longernecessaryor when abusinessslow-down occurs.
Layoffs focus on positions,not individuals
Layoffs are not to be used for resolving employee performance problems
Theseare not technically classifiedasfirings

42. Layoff
Regular
Complex
Redundancy
Laying off
one /few
individuals
Laying Off
an entire
department/
unit
Permanent
layoff

43. Causes of Job Layoff...
 Worker Characteristics
 Performance
 Tenure
 Education
 Organizational Change
Characteristics
 Upcoming Merger
 Organizational
Restructuring
 Job Characteristics
 Contingent vs. Permanent
 Part-time vs. Full-time
 Union vs. Non-Union
 Organizational Technology
 Changing Technology
 Proximity of Job to Core
Technology

44. Lack ofFunds:
 The U.S. Postal Service
recently announced it was on
the brink of insolvency. The
Postmaster General wants to
save $2.1 billion a year, which
means28,000jobs will be cut
Lack OfWork:
 under tremendous pressure from
shareholders to cut large losses,
new Bank of America laid off
30,000 people by cutting
redundant jobs and exiting some of
its unprofitablebusinesses

45. Organizational change:
 H.P’s largest cut came after he
bought IT consulting firm EDS.
HP spent $13.9 billion to
diversify. Once he closed the
transaction, he fired 24,600
employees whom he felt would
be redundant once the two
companies werecombined.
Economical:
 Boeing (NYSE: BA) was another
victim of the 2001 economic
slowdown. The recession, and
later the 9/11 attacks, hurt air
travel. The commercial aircraft
division of
Boeing, therefore, suffered all
the cuts, with the defense
segment untouched.

46. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall
Implementing a Layoff
Notify employees
Worker Adjustment and Retraining Notification Act
(WARN)—60 days notice or pay in lieu of notice
 Develop Layoff Criteria
 Seniority vs. Pay vs. Performance [hybrid?]
 Communicate to laid-off employees
 Face-to-face [but don’t argue]
 S/b scripted by HR and/or legal counsel
 Middle of the week [?!]

47. Implementing a Layoff
 Coordinate media relations
6-47
 Maintain security
 Reassure survivors of the layoffs
 Listen to survivors’ concerns
 Show you appreciate their work [consider
retention bonuses to key staff]
 Reassign to new projects ASAP

48. Severance
Recall
Preferential Rehire
OutplacementTransition Services

49. Alternatives to layoffs
• Freeze hiring
• Restrict overtime
• Re-train/Re-deploy
• Switch to job sharing
• Use unpaid vacations
• Use a shorter workweek
• Use pay reductions
• Use sabbaticals
• Implement early retirement programs

50. Ernst &Young
China
Alternative: "Leave WithoutPay"

51. Luxury Retreats
Montreal
Alternative: EmployeeShuffling
The villa rental agency hasshuffled eight of its 75employees from
departments like product development to revenue-generating positions like
sales

52. Best Buy
Minneapolis
Alternative: EnhancedSeverance
Best Buy (BBY) in December offered nearly all 4,000 employees at its corporate
headquarters asweetened severancepackage if they agreed to leave voluntarily. Five
hundred employees took the company up on the offer, which for the average employee
included 7.5months of pay, one year of employer-paid health and life insurance, and
outplacement services

53. Twisted LimbPaperworks
Alternative: Four-DayWorkweek
Thecompany took aday off the workweek back inAugust asatemporary
move, but is still on the same schedule seven months later.

54. Nokia
Alternative: Massvoluntaryresignations
OnFeb.24 the cell-phonemakersaidit will seekup to 1,000voluntary
resignations and alsoappealed to employeesto acceptholiday time as
payments, instead of cash,for overtime work

55. S id e - e f fe c t s o f L ayo f f to t h e
e m p l o y e e
When the employee losses his job, he
not only losses his paycheck but he
with his family experiences many
other losses such as –
•Loss of wages and benefits
•Loss of dignity and self esteem
•Loss of trust
•Loss of control over life
•Loss of the pattern of daily life
•Loss of the work family
•Loss of collective strength

56. Exit Interviews

57. Introduction
• An Exit Interview is a powerful tool that allows
organizations to gain an understanding as to why
people leave .
• Exit Interviews capture ideas for improvement while
promoting positive interaction with departing
employees. Analysis of results and related statistical
reports created from exit interviews provide
opportunities for the organization to develop actions
that can encourage reduction in turnover rates,
improve employee morale, and encourage a possible
future return.

58. Goals
• Discover the employees reason for leaving
• Give positive attention to the departing
employees in order to alleviate possible
frustrations and/or negative attitude toward the
organization
• Allow departing employees to have a voice about
what their work experience was like
• Receive valuable feedback from departing
employees about compensation, working
conditions, management, and the culture of the
organization

59. • Explore areas of the departing employee’s most
serious concerns, and record details of what they
enjoyed most
• Departing employees have an opportunity to
transfer knowledge and experience to a successor
or replacement; may also brief a team on current
projects, issues and contacts
• Chance for departing employees to give
constructive feedback, and to leave on a positive
note, with good relations and mutual respect

60. Confidentiality
• It should be made clear to the departing
employee that the information provided
through the exit interview will be confidential.
Such information will be used in summary
format and shared with supervisors and other
need-to-know individuals in order to address
retention issues, employee morale, and
alleged allegations of illegal practices.

61. Types of Exit Interview
• Face-to-face, over the
• Telephone
• Using a written questionnaire
• Via the Internet
• In a knowledge-focused exit interview, a face-
to-face interview is needed.

62. Exit Interview Participants
• Employees with a temporary contract,
terminated employees, and employees who are
retiring will also be afforded this opportunity.
• The exit interview is voluntary.
• Preference is for the interview to be conducted
by the HR Manager or designee. The departing
employee should feel that the information they
are sharing will be received in an unbiased
fashion, and be fairly represented.

63. Procedure
• HR receives notice of an employment termination
through the personnel ticket system, submitted
by the supervisor. Supervisor should ask
employee to choose a method in which they
would like to complete the Exit Interview (online
(preferred), paper copy, phone, face to face or
decline exit interview). Within the first week of
receiving this notice, and before the employee’s
last day, HR will contact the employee to arrange
for the survey to be completed.

64. Exit Interview Questionnaire• Name:
• Gender:
• Nationality:
• Position:
• Level:
• Type of contract:
• Start and Finish Date:
• What are you going to do?
• If employment, who will be your new employer?
• If employment, what sort of job and at what
level?
• If employment, what attracted you to your
new job?
• If employment, how will your new job differ from your current one?

65. • Do you feel the description of your job in the engagement process was accurate?
• Were the purpose and expected results of your position clear throughout your work
in the unit?
• Could your qualifications, experience, and skills have been used to better advantage?
• Do you feel you received appropriate support to enable you to do your job?
• Was the training you received in the unit adequate to enable you to accomplish your
job?
• Are there further training opportunities you think the unit should be offering?
• What did you see as your promotion and career prospects in the unit?
• How might those prospects have been improved?
• How was your working environment generally?
• Can you list the three most important things that should be done to make the unit
more effective in terms of influencing decisions in the organization?
Signed: Date:

66. Dealing with the human aspects
of terminations

67. How to Deal With Job Termination
Being terminated from a job can be frightening and disheartening, especially if the termination
is unexpected. It is quite common to go through the stages of grief after being terminated
including denial, anger, bargaining, depression and finally, acceptance. Once you have
accepted that you have been terminated, no matter what the reason, it is time to move on.
1. Give yourself time to grieve. Whether you've been downsized or fired because of a
personality conflict or even your inability to do your job, give yourself time to be angry or
depressed about it. Indulge yourself for a day or two, if you feel the need. According to Barry
Honig, the president of Riskon, an executive search and consulting firm, "Take a week off.
Don't panic. Step back. Review your resume and your personal and professional profile."
Taking the time you need to get over hurt feelings will enable you to move on more quickly to
something else.
2. Forget about being embarrassed. Terminations happen for all sorts of reasons, and there's
no need to be embarrassed about it. Sometimes a person is just not right for a job. Make a list
of the qualities you feel would make you attractive to an employer, and pin it up near your
computer or desk. Take a look at it now and then, both as a reaffirmation of your good
qualities and as a way to have them fresh in your mind when you apply for new jobs.

68. 3. Try to relax. Being out of work can increase your anxiety and stress levels and lead to
other problems, such as health issues, family stresses and financial woes. Take time to
look at your budget, and try to lower your expenses. Consider diversifying your income by
doing free-lance work, consulting or performing odd jobs. You can also take some time to
expand on your current skills by going to school or taking continuing education classes.
Being positive and taking steps to make your life better will help you approach your
current situation with less overall stress.
4. Reinvent yourself, and find a position that is meant for you. According to Rob Stearns,
author of "Winning Smart After Losing Big," being fired "can sometimes be liberating. It is
a time to reassess if you are truly doing what you want to do." Perhaps the job you were
in was really not for you. Perhaps the career you were in was really not for you. If you
have had a dream of doing something completely different, this may be the perfect time
to explore other options. If, for example, you were in accounting, but always wanted to be
website designer, take classes to improve your design skills and become an intern at a
designer's office to gain experience. You may find that the termination was actually
diverting you to an occupation for which you have a passion.
5. Be honest with any potential employers. If you were let go, then say so, if asked. You
don't have to offer the information, but don't hide it, either. You also do not want to say
anything bad about your former employer. Be respectful, and explain the things you did
that were well-received at your last position. Having a negative attitude about your
former workplace will not help you in get a new job.