This document discusses employee discipline in an organization. It begins by defining discipline and its objectives, which include developing self-control in employees and making them more efficient. It describes the types of discipline as positive (using rewards) and negative (using punishment). The key aspects of disciplinary procedures are outlined, including issuing a charge sheet, show cause notice, domestic inquiry process, and adhering to principles of natural justice. Disciplinary actions can include warnings or dismissal if misconduct or poor performance continues. The payment of subsistence allowance during suspensions is also covered. Overall, the document provides an overview of the meaning, objectives, types, procedures and actions related to employee discipline.

1. DISCIPLINARY
ACTION
Vinayak.T.Achari
HRD1310334
MARKETING - I

2. MEANING
• “Discipline” derived from Latin word
“DISCIPLINA” means TEACHING,LEARNING
& GROWING.
• “Discipliné” in French means “DISCIPLE”
• Practice of training people to obey rules
• a code of behaviour, using punishment to
correct disobedience.
• Discipline is a course of actions leading to
certain goal or ideal.

3. DEFINITION
 ‘ 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. OBJECTIVES OF DISCIPLINE
• Willing to accept of Rules, Regulations & Procedures
of an organization.
• To develop a spirit of TOLERANCE & 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 increase Workers efficiency.

5. TYPES OF DISCIPLINE
 POSTIVE DISCIPLINE-a.k.a.
~ CO-OPERATIVE DISCIPLINE (or)
~ DETERMINATIVE DISCIPLINE.
NEGATIVE DISCIPLINE-a.k.a
~ PUNTIVE DISCIPLINE (or)
~ CORRECTIVE DISCIPLINE (or)
~ AUTOCRATIC DISCILPINE.

6. POSTIVE DISCIPLINE
 Refers to REWARDS , APPRECIATION,
CONSTRUCTIVE SUPPORT , INCENTIVES &
PAYMENTS etc.
 Happens when MANAGEMENT applies the
Principles of Positive Motivation, when the
leadership is efficiently managed.

7. NEGATIVE DISCIPLINE
 Refers to when People are forced / Constrained
to OBEY ORDERS.
 To perform their tasks in accordance with the
Rules & Regulations.
 Indulging in ANTI-SOCIAL & ANTI
ORAGNISATIONAL Activities.
Results in LAY-OFF, SUSPENSION , FINE ,
RED-LISTING etc.

8. APPROACHES TO DISCIPLINE
• Human Relations Approach- employee is helped to correct his/ her
attitude.
• Human Resources Approach - dealt by considering failure in the
areas of development, maintenance and utilization of human
resources;
• Group Discipline Approach - groups sets the standards and
punishments to individuals
• Leadership Approach - superior administers the rules of discipline
,guidelines and trains them.
• Judicial Approach - on the basis of legality.

9. DISCIPLINARY PROCEDURE:
• Issuing a Letter or Charge to Employee calling upon him for
Explanation.
• Consideration of the Explanation.
• Show-Cause Notice.
• Holding of a Full-fledged Enquiry: steps in domestic enquiry
are: preparing and serving the charge-sheet, supervision in
grave case, obtaining reply to charge-sheet, selecting enquiry
officer, conducting enquiry proceedings, holding of enquiry in
free environment, record findings, submitting enquiry officer’s
report to the disciplinary authority, decision of the disciplinary
authority, communication of the order of punishment.
• Considering the Enquiry proceedings and findings and making
final order.
• Follow Up.

10. DISCLIPNARY ACTION
• Expected to meet performance standards and behave.
• A process of communicating with the employee to improve
unacceptable behavior or performance.
• Corrective measure, aimed at preventing further misconduct or
poor performance.
• The most common types of disciplinary action are warnings
and, in serious cases, dismissal.
• To be lawful, disciplinary action or dismissal must be fair and
reasonable in all the circumstances (with some limited
exceptions).
~The employer must have good reason for the dismissal or
disciplinary action &
~The employer must follow a fair process in reaching and
implementing its decision.

11. SHOW CAUSE NOTICE
• Also called “an order to show cause
• an individual or corporation make a court appearance to
explain why the court should not take a proposed action.
• A court issues this type of order upon the application of a
party requesting specific relief and providing the court with an
affidavit or declaration.
• A show cause order is generally used in Contempt actions,
cases involving injunctive relief, and situations where time is
of the essence.

12. Charge sheet
• On the basis of preliminary enquiry or
otherwise, the disciplinary authority is
satisfied & case exists and decides to take
disciplinary action against the employee
concerned.
• A memorandum of charges or allegations
leveled against the employee for the acts
of misconduct.

13. DOMESTIC ENQUIRY
• For the smooth functioning of an industry, the defined codes of
discipline, contracts of service by awards, agreements and standing
orders must be adhered to.
• In the event of an employee not complying with these codes of
conduct, he is liable to face disciplinary actions initiated by the
Management according to the Standing Order. This procedure is
called Domestic Enquiry and it is conducted in accordance with the
standing order/agreements.
• If the explanation submitted by the delinquent employee in reply to
the charge-sheet is not found satisfactory, the disciplinary Authority
may institute domestic enquiry by appointing an Enquiry Officer (or
Enquiry Committee consisting of more than one person) and the
Presenting Officer and inform the charge-sheeted employee about
the same as shown in Annexures (‘F’ & ‘G’).
• The Enquiry Officer would send a Notice of Enquiry as shown in
Annexure ‘H’ giving him sufficient time to attend the enquiry.

14. SUBSISTENCE ALLOWANCE
• Subsistence allowance is the payment made to an employee who is
kept under suspension pending enquiry/court’s order only, as per
CDA Rules, as under :
• Payable at the rate of 50% of his basic pay + Dearness Allowance as
admissible on such Subsistence Allowance
• Compensatory Allowance of which he/she was in receipt on the date
of suspension, are also admissible.
• If the period of suspension exceeds six months:
~ Due to reasons not directly attributable to the employee,
subsistence allowance, is payable at the rate of 75% of his basic pay
and allowances thereon.
~ Due to reasons directly attributable to the employee, subsistence
allowance is payable at the rate of 25% of his basic pay and
allowances thereon.

15. Continuation..
~The payment of above subsistence allowance will be subject to a
written declaration by the employee concerned that he is not
engaged in other employment or business or profession or vocation
as well as his observance of the instructions/ advice contained in
the order of suspension issued to him.
~ If the suspended employee is found guilty of the misconduct alleged
against him or some other misconduct brought out in the course of the
enquiry and punishment is awarded, he shall be entitled to such
proportion of pay and allowances, only as the competent authority may
prescribe.
~ If the suspended employee is found not guilty of the misconduct, he shall
be paid the difference between the subsistence allowance already paid and
the emoluments consisting of pay and allowances which he would have
received if he had not been suspended.

16. PRINCIPLES OF NATURAL JUSTICE
• Its a procedure for taking disciplinary action against any
delinquent employee
• To hold an enquiry in conformity with the principles of natural
justice,
~ The employee proceeded against has been
informed clearly of the charges leveled against
him;
~ The witnesses are examined ordinarily in the
presence of the employee in respect of the
Charges;

17. Continuation…
~ The employee is given a fair opportunity to
cross-examine the witnesses;
~ a fair opportunity to examine his own
witnesses, including himself in his defence, if
he so wishes;
~ The enquiry officer records his findings with
reasons for the same in his report.

18. THANK YOU