This document outlines the process of employee discipline. It defines employee discipline as regulations imposed on employees to correct or prevent counterproductive behaviors. The purpose of discipline is to improve performance and work environment, not serve as punishment. Typical reasons for disciplining employees include tardiness, absenteeism, negligence, and policy violations. Effective discipline must be timely, corrective, and progressive. The document describes common disciplinary actions and the essential steps to take which include establishing expectations, investigating incidents, deciding an appropriate action, and continuing to monitor behavior.

1. By / MahmoudShaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬

2. Out lines:
• Definition Employee Discipline
• Purpose of Employee Discipline
• Typical Reasons for Disciplining Employees
• The Characteristics of discipline
• Types of disciplinary action
• The Essential Steps of discipline

3. Discipline:-
• involves training or molding the mind or character to
bring about desired behaviors.
• It has an educational component as well as a corrective
one.
EMPLOYEE DISCIPLINE:-
• Regulations or conditions imposed ‫ررر‬‫ر‬‫تف‬ on
employees by management in order to correct or
prevent behaviors which are counterproductive to
the organization.

4. Purpose of Employee Discipline
• Improve work environment
• Improve performance
• Punishment is not the purpose
• To encourage a worker to replace an
inappropriate behavior with a more appropriate
behavior

5. Typical Reasons for Disciplining
Employees
• Excessive tardiness ‫تأخ‬
• Absenteeism
• Negligence
• Fighting
• Stealing ‫قة‬ ‫س‬
• Falsification of documents
• Harassment ‫مضايقة‬
• Use of obscene language ‫فاحشة‬ ‫لغة‬ ‫استخدام‬

6. • Possession of controlled substance ‫الخاضعة‬ ‫المواد‬ ‫حيازة‬
‫قابة‬ ‫لل‬
• Reporting to work under the influence of alcohol or
other controlled drug
• Substance abuse
• Infractions ‫مخالفات‬ of published work rules
• Low productivity
• High error rate, overall
• Repetition of a specific error

7. The Characteristics of discipline
Discipline must be:
1-Timely
2-corrective
3-progressive

8. Types of disciplinary action include:
• Verbal counseling
• A verbal counseling is a discussion notifying the
employee of performance related deficiencies and
instructions or recommendations for improvement.

9. • Written counseling
• A written counseling may be issued for continuing
performance related deficiencies or as the first
disciplinary action.
• Employees must sign the written counseling to
attest that it was discussed with them.
• Their signature does not indicate agreement or
disagreement with the counseling, and they are free
to write an objection to it. Upon request, employees
may receive a copy of the counseling.

10. • Memorandum ‫ة‬ ‫مذك‬ of understanding or
performance plan
• A memorandum of understanding or performance
plan may be issued for continuing performance related
problems or as the first disciplinary action.
• It sets forth expectations for improvement and
conditions for continued employment.

11. • Time off without pay
• Time off without pay may be given for continuing
performance related problems or as the first disciplinary
action.
• Time off without pay must be given in compliance with
the Fair Labor Standards Act (FLSA) Before giving any
employee time off without pay.
• Suspension pending investigation
• Employees may be suspended from work pending the
results of an investigation.
• Examples of actions that could result in suspension
include allegations of harassment, wrongdoing,

12. • Termination
• The most serious form of disciplinary action, it may
be rendered for continuing performance related
problems.
• Before terminating any employee, the supervisor
must consult human resources.

13. The Essential Steps of discipline:
Step One: Don’t avoid it
• Managers frequently avoid discipline in the misguided
hope that the problem will go away if ignored. But it
doesn’t. In fact, problems that are ignored get worse.
Step Two: Establish your expectations
• Let your employees know what you expect from them.
• That way they can monitor their behavior themselves and
take efforts to meet your expectations.

14. Step Three: Investigate an alleged rule violation
before you impose discipline
• Before imposing discipline, you must investigate the
alleged incident give the employee an opportunity
to defend him or herself and then taking some time
to consider the evidence before deciding what
discipline to impose.

15. Step Four: Consider the seriousness of the offence
• The type of discipline you impose should correspond to the
seriousness of the offence.
Step Five: Consider all of the prevailing circumstances
Consider all other aspects of the situation, including
• The employee’s previous record of incidents
• The employee’s understanding of the violated policy
• provocation, i.e., if the employee was provoked ‫,اسرتفز‬ you may
want to impose a lower level of discipline

16. Step Six: Decide on the appropriate level of
discipline
• Sometimes managers treat two employees
differently for the same workplace violation.
• This can create unnecessary conflict and may
result in claims of unfair treatment or even
discrimination.

17. Step Seven: Complete the discipline notice form
• Before you meet with the employee, complete the
discipline notice form/memo. Be as specific as possible as
to the nature of the offence and the results of any
investigation you conducted into the matter.
Step Eight: Discipline meetings are difficult – be prepared
• When you meet with the employee be very clear about
why you are imposing the discipline, what rule has been
violated and what will happen if they do it again.

18. Step Nine: Continue to monitor the employee’s behavior
• If there is no improvement, proceed through the discipline
process.
• If there is an improvement, be sure to tell the employee that
too.
• That way you are reinforcing the improved behavior