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. Objectives 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