This document discusses principles and best practices for employee discipline. It emphasizes that discipline should be used to educate employees and correct behavior, not punish. Effective discipline develops self-discipline among employees so they willingly follow rules. It stresses the importance of preventative discipline through clear communication, training, and addressing underlying issues before resorting to punitive actions. A positive approach with fairness, firmness and understanding leads to high morale and productivity, while negative discipline based on fear undermines performance.

1. Work in itself is good,
With togetherness is better,
With joy is perfect!

2. Employee Discipline
• What is discipline?
• Discipline is an employer’s action against
an employee for infraction of company’s
policies and rules. It is a process of control
to protect the interest of the company.

3. PRINCIPLES OF DISCIPLINE
Discipline is a method that management
bring employee behavior under control. It
implies that certain things are not done
according to specified norms of behavior,
some form of penalty must be imposed. It
is also implied that management is vested
with the authority to administer the penalty.

4. PRINCIPLES OF DISCIPLINE
The principle of discipline also requires that
the purpose of a penalty is not to exact
retribution or vengeance but to impress
upon the employee the need for doing
things in a prescribed manner. It also
serves as a warning to other employees
that the company will not tolerate any
willful violation for its rules and regulations.

5. Objective of discipline
Is to educate the employee in the fundamental
standards of behavior and performance. The
employees are helped to realize that rules and
regulations are enforced for their owned benefit
and not to coerce of punish them. It is designed
to encouraged workers to follow rules of good
conduct and procedures so that the group can
accomplish its objective smoothly. Its purpose is
to correct or reform the employee, not penalize
them.

6. The peak performance in every organization
depends on actions by which subordinates
1. Willingly carry out instructions and orders
issued by supervisors
2. Abide by rules of conduct and standards of
work, which have been established to ensure
the successful attainment of organizational
structure.

7. • Effective discipline is a by-product of
positive and intelligent leadership and of
willing cooperation by subordinates, within
the framework provided by polices and
procedures that are established and
accepted for the organization as a whole.

8. CORRECTIVE DISCIPLINARY
ACTION
• “Corrective Disciplinary is taken to eradicate the
unsatisfactory performance of an employee for
the sake of efficient operations and for its effects
upon the morale of other employee.
Disciplinarian is never pleasant, and it is often
difficult to know just what action to take in
improving it. However, there are some definite
guideposts to follow”

9. • “The supervisor is expected to take corrective
measure to erase unsatisfactory performance of
employees for the sake of efficient operation and
for its effects upon the morale of the entire
group. If the supervisors wants to maintain
morale in his department and to have an
efficient, productive group, unsatisfactory
employees must be dealt with intelligently.
Effective discipline does not only attain desirable
responses from the individuals but it also helps
them to develop desirable norms of conduct –
self-discipline”.

10. “Effective discipline assigns responsibility
among the members of the group so that
violations of orders and regulations are
much against the group as they are
against the manager or the firm. The group
then retrains the individual and helps
correct him instead of making him feel like
a hero for having gotten away with
infraction of rules”

11. • “After the area of unsatisfactory job performance
or attitude toward job, or improper conduct has
been determined the first step to take is to
discuss with the employee his short comings or
his unsatisfactory behavior”.
• “If unsatisfactory behavior continues or
increases after corrective counseling interview,
then the second step is to tale disciplinary
action”.

12. • “The extent to which the supervisors may take
corrective steps is usually governed by the
company policy, by the union contract, or by
both. The quality of evidence against the erring
or unsatisfactory employee must be given
thorough consideration, and any mitigating
factor in the employee attitude and past record
must be taken into account. Management must
also recognize the right of an individual
employee to have recourse tom the grievance
procedure/ He should be told that he has certain
rights that he can invoke if he feels that he ahs
been treated unfairly”

13. • “Taking corrective measure corrective steps
requires high standards of fairness to all in order
to avoid employee unrest. The main concern of
the supervisor is to administer corrective action
equitably and without discrimination. It must be
used as a means to an end and its aim should
always be organizational never personal. The
purpose is to develop the employee and the
group to cooperate in the attainment of the
company objectives. Good supervisors should
observe the three “F’s” of discipline, namely
“Fairness, Firmness, and Friendliness”.

14. • “It is important to keep in mind that every
situation requiring discipline, or corrective
action, will probably differ form another in
the nature, facts, and individuals involved”.

15. “Another aspects of discipline concerns
performance on a job. In the performance of his
job, a n employee may commit and honest
mistake or a small error which is correctible, not
punishable. This should be differential from the
serious infractions involving company policies
and regulations and should be handled tactfully
on a case-to-case basis especially when it
involves decision-making. Giving to much
emphasis on “avoiding error” leads to a do-
nothing attitude that stifles initiative and skills
enthusiasm especially among employees in the
supervisory level.

16. • “In this situation, a supervisor, in order to
avoid the commission of mistakes or error,
postponed or avoids a decision, or passes
the buck to someone else. He plays are
safe by just following instructions to letter,
regardless of results”.

17. “Before deciding upon a disciplinary action,
certain questions must be answered:
• How serious is the offense?
• How much trouble has been caused?
• Are there others involved?
• How the offense does affect other?
• What are the consequences?
• Is the penalty is reasonable under the
circumstances?

18. CHECKLIST FOR CORRECTIVE ACTIONS
What is the past record of
the employee?
Has the employee has been disciplined
previously for the same type of misconduct? If
so, should he receive a more severe penalty
than that given a first offender? If the previous
offense was of a different type, It should still
be taken into consideration.
Have you all the facts? Records service rules and policy, opinions, and
feelings. Was there a possible reason for this
individual’s defection ? Sickness? Death in the
family? Money Trouble? Others?

19. Has this individual been
given a fair chance to
improved? when”?
Has he received some help, advice, or
guidance? Does he know what is expected of
him? Does he know the company rules or
policy?
When has individual given
a fair warning of the
seriousness of his
defection?
Was a record made and filed? Who gave the
warning?

20. What action was taken in a
similar cases?
Are there others in this same department
who received different treatment under
similar circumstances? In other
departments?
What will be the effect of
the action on the group?
On the other groups of the other
department?

21. Are you prepared to handle
this yourself?
Do you need additional information? Should
you check with you immediate superiors?
How is your timing?
WHAT ARE THE
POSSIBLE CAUSES OIF
ACTION?
Will your action help the organization or the
man? Should he be suspended?
Is the individual reasonably
satisfied that he was
treated fairly?
Do you suggest that he see higher
management or top management if he is not
satisfied with you action?

22. HOW IS RESPONSIBLE FOR THE
DISCIPLINE?
“ The immediate supervisor is responsible for the
maintaining discipline and morale among the
employees he supervises and for initiating
appropriated disciplinary action where the facts
warrant such actions. The line supervisor is
responsible for the enforcement of the company
rules. It is an important responsibility requiring
impartiality, good judgment, and courage.
Disciplinary action should, therefore be done
through the line supervisor to insure the exercise
of maximum responsibility over his
subordinates”

23. DISCIPLINE AND THE UNION”
• “When corrective action is contemplated for an employee
who is covered by a labor agreement, an additional
steps is advisable in warning procedure: give union
officers an advance notice of the action to be taken and
reason for it. This is done in the spirit of good relations.
The cooperation, participation and understanding of
union officers are thus encourage and the company’s
action is supported. If union officers think they can
correct the situation by talking employee, they should be
encouraged to do so. In any event, the union officers
should be given opportunity to be present at the
corrective interview, and should receive a copy of the
notice of disciplinary action”

24. THE ROLE OF THE PERSONNEL
DEPARTMENT IN DICIPLINARY ACTION”
• “The personnel department assists and advises
supervisors and line executives in instituting
appropriate disciplinary actions. Although
discipline is primarily the responsibility of line
supervisors, the personnel manager should
always be ready to assist the line supervisors in
disciplinary action when justified, as it is means
by which line supervisors can enforce the rules,
orders, instructions and directions to their
subordinates”.

25. “To help supervisors avoid mistakes in
taking disciplinary actions, it is necessary
for the management through the personnel
department to undertake training programs
for supervisors which should include the
techniques of handling disciplinary
problems and for building ,morale in their
respective areas of operations”.

26. DISCIPLINARY INTERVIEW
“The purpose of disciplinary interview is to discuss
with and to correct employees who have erred,
worked carelessly, disregarded orders,
instructions and regulations, spoiled materials,
destroyed equipment, and developed unsafe
working habits and unhealthy attitudes. In short,
counseling is given to employees who, because
they get “out-of-line, need to be brought back to
the right path to improve their performance and
thus become desirable employee again”

27. “In disciplinary interview, there are certain to be
followed. Remember that each employee is an
individual who must be handled differently from
the others. The supervisor should show sincerity
and a desire to help the employee. He must
know his employee-their nature, character and
temperaments. Some employees, the hardboiled
ones, need to be handled with firmness while
others need the velvet touch”.

28. • “The interview should be conducted in a
friendly manner, in an atmosphere of
mutual respect but infractions must be
treated with firmness”.

29. • “The employees should be given the
opportunity to tell his side of the story.
Questions may be asked from time to time
in order to get into the heart of the matter
but as a rule the employee should not be
interrupted while he is talking. Try to look
for contributing causes-especially the
inconspicuous or hidden ones. Let the
employee tell you what was wrong or why
he acted the way he did”.

30. • “Listen to the employee’s explanation with an
open mind, without any preconceived opinions.
Give each man the benefit of the doubt. Analyze
and evaluated all the facts in the case.
Employees may give some suggestions to
eliminate the cause of the problem if you ask
him whether he has any solution to offer. On the
other hand, the supervisors together with the
employee, may draw up a plan of action to
improve the latter’s performance. The supervisor
should make sure that the employee understand
exactly the plan as discussed and that he would
cooperate”.

31. • “ During the interview sessions, the
supervisor can have a better
understanding of his people-their strength
and weaknesses- and can give them pep
talks or inspire them for greater
achievement. On the other hand, the
subordinates will have an opportunity,
during the interview sessions, to
communicate their supervisors and gripes
their supervisor. They may also have the
chance to suggest improvements for the
group to achieve its objectives”.

32. DISCIPLINARY PROCESSES
• “ An effective disciplinary procedure should start
with a preliminary investigation whereby the
supervisor gets and checks the facts to establish
that the employee has failed to meet certain
reasonable requirements for work or conduct.
The next step is an informal, friendly talk with
employee where the latter is given ample
opportunity to air his side. It is here that
supervisor can remind the employee about the
purpose of an order, a rule, or need to meet
certain standards”.

33. HUMAN RELATIONS FACTORS THAT
LEAD TO POSITIVE DISCIPINE
A good Supervisor:
• Understand the principles, rules, and regulations necessary to good conduct.
• Knows his people as individuals, and treats them fairly and impartially.
• Develops the feeling of “belonging” and security in the group.
• Communicates with his group through proper channels and promptly eliminates rumors.
• Know how to listen to his subordinates.
• Use his authority sparingly and always without displaying it.
• Delegate’s authority as far down the line as possible.
• Develops team spirit in the group.
• Never makes issues of minor infractions or personal issues of disciplinary matters.
• Display confidence in the group, rather than suspicion.
• Train his subordinates technically.
• Looks after the mental and physical welfare of the group.
• Tries to avoid errors, but shows willingness to admit errors made.
• Develops loyalty within the group
• Knows that idle hand or minds leads to trouble, so he keeps his employees bust. (Slack work
period can be used for training.)
• Knows that because of individual differences discipline cannot be a routine matter.

34. PREVENTIVE DISICPLINE
• “The primary aim of disciplinary system is prevention, not
punishment. Supervisors who posse’s qualities of leadership
and who observe the principles of good human relations in
dealing with their employees seldom encounter problem
involving discipline. By effective teaching and example, they
develop in their employee proper attitude and behavior. They
eliminate the cause or causes that tempt workers to commit
errors or violate rules, by giving adequate employee training
and proper orientation of new ones, by giving orders and
instructions clearly and completely, by sound employee
selection, by developing team spirit and sense of belonging
among the employee, by leaving the door open for proper
reception of complaints and grievances and by setting a good
example. Policies and rules should be publicized and
furnished the employees.

35. • “Disciplinary action should be taken only as a
last resort after counseling and other positive
ways to improve the employee have failed. The
supervisors should find out what caused the
error and how it could have been prevented. He
should learn from experience how to prevent the
recurrence of a similar fault or error. The aim
should be encouraged the employee to behave
in the future for his own improvement and for the
company’s good. “Preventive discipline is the
first line of defense of every good supervisor”

36. SELF – DISICPLINE
• “The ideal type of discipline is known as “self-discipline”,
that is, one where the employee follow strictly all
company policies, rules and job requirements on his own
violation. Most people that no organization can function
successfully unless the individual members that
compose it conform to what is best to accomplished the
objective of the whole group. Self-Discipline is a desire
for good performance and the right conduct in individual
person. The group restrains the individuals and helps
correct him. The group fosters group discipline that
develops loyalty, cooperation, and high morale. The
supervisor who can instill self-discipline in every
employee in the group will have less discipline problems.

37. HOW SHOULD POLICY OR RULE BE
ENFORCED
• “When supervisors are lenient or lax in
enforcing discipline, employees are apt to
abuse and take advantage of such
leniency. This is an index of weakness in
supervision. When the company decides
to enforce rigidly its rules or when it
formulates new policies, it usually issues a
written directive to this effect”.

38. “GOOD AND BAD DISICPLINE”
• “Good discipline which is better called positive
discipline means the self generated force that
prompts the employee to obey the rules and
regulations. Positive discipline is present when
employees follow willingly the rules set by their
superiors and their company because they want
to do what is right for the while group and help
accomplish the group’s objectives. Discipline
and high morale go hand in hand. Positive
discipline is based on good human relation and
its closely tied up with the admiration and
respect of employees for their superior”.

39. • “The negative aspect of discipline is Bad
discipline, the only kind known in the old days
and which is still practiced by some supervisors
today, especially the “slave-driver” type. This
type of discipline is imposed on the employee
from without. It is a discipline of fear, based on
threat of punishment. When a man is subjected
to this type of discipline of fear, based on threat
of punishment, he will do only what is enough to
get by and while he is being watched. One his
supervisor leaves for even a few minutes he
reverts to his old ways. The employee’s only
motivation for working is fear of reprisal.

40. “EFFECTS OF GOOD AND BAD DISCIPLINE”
Good Bad
Efficiency Confusion
High Production Poor Production
Low Cost Low Morale
Good Morale Indifference
Cooperation Disrespect
Loyalty Disobedience
Safety Hazardous Condition
Good Attendance High Rate of Absenteeism

41. The BAWL OUT
1. Is done when angry.
2. Without Checking facts.
3. In front with others.
4. Uses strong language.
5. Makes the man angry or discourage.
6. Leaves him resentful or beaten.
What technique will you use instead of the bawl
out?

42. THE ART OF REPRIMANDING
• “When an order or rule is disobeyed or
disregarded, the supervisor must do
something about it. Failure to act when a
reprimand is due is a sign of poor
supervision. Depending upon the gravity of
the offense, the supervisor has several
means at his disposal to impose
discipline”.

43. • The most common type of discipline
used by the supervisors is the simple
reprimand that is either written or
verbal. Reprimand is a severe or
formal reproof, a censure, especially
by one in authority. It must be suited
to the individual and the situation”.

44. • “The reprimand should be calm,
constructive action, not a destructive one.
In applying disciplinary measures the
supervisors must be interested in knowing
the underlying causes, not in getting even
with the employee. The purpose of
discipline is to build the man, not to
destroy him.

45. • A supervisor who is to lenient and who
tolerates poor discipline in his unit shows
poor leadership, If one of his men gets a
way with a wrong , the supervisor may
lose control and others will likely take
advantage of it and may do the same.

46. HOW TO REPRIMAND
1. Get all the facts. Be sure it is deserved.
2. Do it calmly and never in front of others.
3. Listen to his “Why”. Know your employee and determine what is the best way to
handle him.
4. Avoid sarcasm, anger or abuse. Be firm; explain explicitly.
5. Ask the man why he erred. He may attempt to deny the charge. Present the
facts.
6. Fit the reprimand to the individual and to the offense.
7. Avoid threats; use tract: to be constructive.
8. When the employee has admitted his error, the reprimand is over.
9. Encourage him to be better and let him know the incident is closed. Do not nag.
Show confidence in him.
10. Latter , follow up with a casual and friendly contact at his workplace.