This document discusses employee discipline and provides guidance on developing disciplinary policies and procedures. It defines discipline as training that molds behavior and enforcement of obedience. There are two approaches to discipline - preventive which encourages self-control, and corrective which uses punishment to motivate changed behavior. A progressive discipline system is recommended, starting with oral warnings and escalating to termination if problems persist. Factors to consider include seriousness of violations, communication, and consistency. The goal is to address issues, correct unacceptable behavior, and restore normal work relationships.

1. MARINDUQUE STATE COLLEGE
BOAC , MARINDUQUE
GRADUATE STUDIES EXTENSION PROGRAM
FOR
EASTERN QUEZON COLLEGE
GUMACA , QUEZON
EDM213-HUMAN RESOURCES MANAGEMENT
EMPLOYEE DISCIPLINE
SUBMITTED BY: CRISTINA C. RANILL0
MAED BATCH 10
SUBMITTED TO : DR. RENATO O. LORICA
PROFESSOR

2. EMPLOYEE DISCIPLINE
 One of the most challenging areas in human resource
management is employee discipline. Mismanaging it
may force the organization to deal with more difficult
problems like union strike, costly lawsuits or
demoralization .If such problems are not contained , they
may lead to bankruptcy or disintegration of the
organization.

3. IMPORTANCE OF DISCIPLINE
The Relation Between Efficiency , effectiveness, Rules And
Discipline
Efficiency
&
Effectiveness
Discipline
Ideal Mode
of
Behavior
Deviant
Behavior
Rules

4. WHAT IS DISCIPLINE
According to the book of Evangelista , Andres and
Jose from the Webster’s Dictionary it gives three
basic meaning:
 It is a training that molds , corrects strengthens, and
perfects . It is the development of self- control.
 It is a control gained by enforcing obedience . It is a
condition necessary for orderly behavior .
 It is defined as punishment or chastisement . It is
often the result of undesirable act and applied to
avoid its possible recurrence.

5.  According to Robert G. Medina
- discipline may be defined as the condition in the
organization where employees conduct themselves in
accordance with the organization’s rules and standards
of acceptable behavior.
 In broader perspective , discipline may be interpreted to
be any of the following:
1. as treatment that punishes;
2. as orderly behavior in an organizational setting;
3. as training that molds and strengthens desirable
conduct- or correct undesirable conduct- and encourage
development of self control

6. DISCIPLINARY POLICIES AND
PROCEDURES
The following are the requirements indicated for
disciplinary action taken against an employee:
 It must be for justifiable reason;and
 There must be effective policies and procedures for
its use.
DPP are important in the sense that they provide
some sort of guideline in taking disciplinary action
against an employee. It helps the disciplining
superior prevent false accusations of employee
harassment.

7. CATEGORIES OF DIFFICULT EMPLOYEES
 those whose performance is unsatisfactory
- an employee’s work may be deficient in quantity or
quality due to any or all of the following:
a.) lack of ability to do the job;
b.) lack of training;or
c.)lack of motivation
 those whose performance is deteriorating
 those who violate law while on the job
 those who consistenly break company rules and do
not respond to supervisory reactions

8. THE DISCIPLINE PROCESS
Establish
rules and
goals
Communicate rules
and goals to
employees
Design mechanism for
assessing employee
behavior
Evaluate employee
behavior
Administer
punishment
Motivate
change in
behavior

9. TWO GENERAL APPROACHES
 PREVENTIVE DISCIPLINE
 CORRECTIVE DISCIPLINE

10. APPROACHES TO DISCIPLINE
 PREVENTIVE DISCIPLINE (Positive Discipline)
-any action taken to encourage employees to
follow standards and rules so that infractions do
not occur .
In setting up a system of preventive discipline ,
employees are
encouraged to maintain self discipline.

11.  The following checklist in creating a healthy climate
for constructive discipline.
1.Communicate Rules
- employees should know and understand the rules
and their rationale so that they may intelligently
adhere to them.
2. Be sure of facts
-proofs must be established by the supervisor to
show that a violation or offense has been
committed.
3. Assure the privacy of disciplinary action
4. Be prompt
- promptness does not mean that the supervisor
should immediately reprimand the employee even in
public.

12. 6. Avoid entrapment
- a trouble making employee should not be forced
into position which provokes him into an act of
insubordination and thus create an opportunity of
dismissing or separating him.
7.Avoid double jeopardy
-once the penalty has been imposed ,an employee
should not be punished again for the same offense
even if additional evidences come up making the
offense graver and the original penalty lesser.
8. Do not use demotion as penalty
-demoting an employee for purely disciplinary
reason destroys the morale and confidence of the
employees.

13. 9. Restore or develop the normal relationship with the
employee as quickly as possible after punishment.
-The attitude of the supervisor towards the
erring employee should be fair and impartial to
make him realize that he is being helped in his job.
10.Remember to give credit
-a supervisor should be alert in giving the
employee due credit or recognition for good
suggestions , work well done , setting good
examples , cooperation to fellow workers,
commendable initiative or performing better than
was expected.

14. CORRECTIVE DISCIPLINE (Negative Discipline)
is one undertaken when rule is violated or a
standard is not met . It uses penalties or threat
penalties to make employees obey rule, regulations
and standards of the organization. Under the
corrective discipline,a disciplinary action is imposed
when a breach of discipline is committed.
Examples of disciplinary action are reprimand ,and
three - day suspension without pay.

15. A PROGRESSIVE DISCIPLINE SYSTEM
Censure
(oral reprimand)
Written
reprimand
Suspension of
from one to
three days
Suspension of
longer than
three days
Dismissal

16. FACTORS CONSIDERED IN ANALYZING
DISCIPLINE PROBLEMS
1.Seriousness of the problem
2.Repeat violation
3. Nature of the violation
4.Mitigating factors
5. Effectiveness of organizational communication
6.History of the organization’s discipline practices
7. Management backing

17. THE
LIFE
CYCLE
OF
RULES
Rule
creation
Rule
acceptance
Rule
rejection
Rule
creation
Moratorium
on rule
creation

18. THE DISCIPLINARY ACTION PROCEDURE
 1. A clear statement of the disciplinary problem.
 2.Gathering of related facts.
 3. Preparing a list of alternative penalties.
 4. Selecting the appropriate penalty.
 5.Implementing the selected penalty.
 6. Follow-up

19. DISCIPLINE AND THE COUNSELING
APPROACH
OCCURENCE ACTION PERSONS INVOLVED CONCERN
1st Violation
2nd Violation
3rd Violation
4th Violation
Private discussion
Further discussion
Counseling
Final counseling
Employee & supervisor
Employee & supervisor
Employee & immediate
supervisor & higher
supervisor
Employee &
superintendent
Focus on
correcting causes
of behavior
To determine
cause of
employee’s
malfunction
Warning possible
termination

20. THANKS!!!