1.0 INTRODUCTION
Maintenance of harmonious human relation in an organization
depends upon the promotion and maintenance of discipline. No organization can prosper
without discipline. Discipline has been a
matter of utmost concern for all
organizations. Maintenance of effective discipline in an organization ensures
the most economical and optimum utilization of various resources including
human resources.
2.0 OBJECTIVES
At the end of this note, you should be able to:
· define
disciplinary action
·
identify various types of methods and processes employed in disciplinary
action · recognize
different forms of indiscipline leading to disciplinary action
·
relate an offence to any appropriate disciplinary action.
3.0 MAIN CONTENT
3.1 Definition and Scope
Discipline
refers to a condition or attitude, prevailing among the employees with respect
to rules and regulations of an organization. Discipline in the broadest sense
means orderliness, the opposite of confusion. It does mean a strict and
technical observance of rigid rules and regulations.
It simply means
working, co-operating and behaving in a normal and orderly way, as responsible
person would expect an employee to do. Discipline can also be defined as a
force that prompts individuals or groups to observe the rules, regulations and
procedures which are deemed to be necessary for the effective functioning of
the organization. It is the orderly conduct of affairs by members of an
organization, who agree to do necessary regulations because they desire to
co-operate harmoniously in forwarding the end which the group has in view and willingly
recognize that.
Webster’s dictionary gives three basic meaning of the word
discipline:-
- It is training that
corrects molds, strengthens or perfects.
- It is control gained by enforcing obedience.
- It is punishment or chastisement
This definition indicates the aspects of discipline via
Positive approach Negative approach.
3.1.1 Discipline Discipline is positive if it helps
in molding out good behavior and negative if such a disciplinary programmes
forces and constraints the employees to obey orders and function in accordance
with set rules and regulations through warning, penalties and other forms of
punishment.
3.1.2 Grievance A grievance is a sign of the
employee’s discontent with the job and nature. The employee has got certain
aspirations or expectations which he thinks must be fulfilled by the
organization, which he is working. Grievance can be defined as any
dissatisfaction or feeling of injustice in connection with one’s employment
situation that is brought to the notice of the management. Flippo indicates
that grievance as a type of discontent which must always be expressed. A
grievance is usually more formal in character than a complaint.
It can be valid or ridiculous and must grow out of something
connected with company operations or policy. It must involve an interpretation
or application of the provisions of the labor contract. Grievance can also be
defined as any discontent or dissatisfaction whether exposed or not, whether
valid or not, arising out of anything connected with the company which an
employee thinks, believes or even feels to be unfair, unjust or inequitable.
The above definitions indicate that a grievance maybe
factual or imaginary or disguised and it is a problem, whether expressed or
not, valid or not. When an employee presents a problem, the grievance redressing
authority has to analyze the problem, find out the root cause of the problem
rather than viewing it from legal aspects and solve it, based on humanitarian
approach.
This approach of grievance redressal is known as clinical
approach to grievance handling. Hence a grievance maybe viewed as a complex
psychological phenomenon, calling for human rather than any procedure or legal
action in its analysis and solution.
3.2 Approaches to Discipline
The different approaches to discipline include:
- Human Relation
Approach
- Human Resources Approach
- Group Discipline
Approach
- Leadership Approach
- Judicial Approach
The employee is treated as human being and his acts of indiscipline
will be dealt with from the new points of human values, aspirations, problems,
needs, goals and behavior etc. Under human relations approach, the employee is
helped to correct his deviations.
The employee is
treated as a resource and the acts of indiscipline are dealt with considering
the failures in the areas of development, maintenance and utilization of human
resources under human resource approach. The group as a whole sets the
standards of discipline, and punishments for the deviation.
The individual employees are awarded punishment for their
violation under the group discipline approach. Every superior administers the
rules of discipline and guides, trains and controls the subordinates regarding
disciplinary rules under the leadership approach.
3.2.1 Disciplinary Procedure
These are the
following procedures used in the discipline of staff in an organization.
- Consideration of the explanation, show-cause notice,
giving the employee another chance to explain
- Holding full fledge
enquiry
- Considering the
enquiry proceedings
- Follow – up
3.2.2 Types of
Punishment
When a diligent employee is going to be punished, the type
of punishment should be commensurate with the severity of the omission or
misconduct. Different types of punishments resulting from various types of
omissions or misconducts are as follows:
- Oral warnings - This is an oral reprimand given by
a superordinate or superior officer to a subordinate.
- Written warnings
- Whenever oral warnings fail to achieve the desired behavior on the part
of the employee, written warnings, which are the first formal state of
progressive discipline maybe recorded to written warnings are also referred to
as “pink steps” which indicate that certain rights would be withdrawn incase
the employee continues his omission or misconduct.
- Loss of privileges
and fines.
- Future suspension
- Withholding of increments
- Demotion
- Termination of appointment which occur in two ways
(1) Discharge
(2) Dismissal
3.3 Nature and Causes of Grievance A grievance is a
problem submitted by an employee which likely to affect the terms and
conditions of employment of one worker or several workers. If a problem is
related to and endorsed by all or majority of employees or if a trade union submits
a problem as a general claim, it falls outside the scope of grievance procedure
and generally comes under the preview of collective bargaining.
Thus an issue is
under in scope or general in nature, it will be outside the grievance
machinery. A grievance has a narrower perspective, it is concerned with the interpretation
of a contract or award as concerned to an individual or a few employees of
different types. As such, policy issues do not fall within the scope of the
grievance machinery.
Causes of grievance are related to interpretation of all
personnel policies, issues are complaints affecting one or more individual
worker in respect of their wage payments, overtime, leave, transfer, promotion,
seniority, work assignments and discharge. Also the causes of grievance include
the interpretation of areas like placement, allowances, utilization, medical
benefits, housing facilities, and loan grants, condition of work, seniority and
safety measures.
3.3.1
Pre-Requisite of a Grievance Procedure
The efficiency of a grievance procedure depends upon the
fulfillment of certain pre-requisites. They are as follows:
- Conformity with
prevailing legislation and while designing the grievance procedure due
consideration must be given to the existing statutory provisions.
- Clarity - There
should be clarity regarding each and every aspect of the grievance procedure.
An aggrieved employee must be informed about the purpose to whom a
representation can be made. The form of submission (written or oral), the time
limit for the redressal of grievance. Similarly, the redressing authority should
be very clear about what is expected from him. What measures he can take, the
limits within which he should resort to an action.
- Simplicity - The grievance procedure should be
simple. Every employee must understand different stages of the procedure, the forms
to be filled, the very purpose of the procedure.
- Promptness – The
promptness with which a grievance is processed adds further to the success of
the grievance. The procedure should aim at rapid disposal of the grievance.
-
Training - The success of the procedure also depends upon imparting
training to the superiors and union representatives in handling grievance.
- Follow - up - The
successful working of a grievance procedure depends upon a proper follow-up by
the personnel department. The department should periodically review the
procedure and introduce the essential structural changes making it more effective.
3.3.2 Grievance Procedure
First of all the complaints, should be tabled before the
appropriate authority. If there is no favorable response from the departmental head,
the worker can resort to the grievance committee which comprises of the
representatives of employers and employees.
This committee shall
communicate its recommendations to the manager within seven days of the
grievance reaching it. If there are unanimous decisions, these shall be
implemented by the management. But where there is no unanimous decision, the
union and the management may refer the grievance to a voluntary arbitration
within nine (9) weeks of receipt of management decision by the worker.
This note has examined the concept of discipline and
grievance. The reward that disciplinary action gives is penalty or punishment.
It is not palatable reward but it is a necessary part of organizational life
known to be bitter, the most un-offensive way it can be given will aid its acceptance
and lead faster to its aim which is behavior reformation.
5.0 SUMMARY
The note has explored the concept of discipline
and grievance. It has examined also the approaches to discipline, disciplinary
procedures, types of punishment and the nature and causes of grievance. <<<Previous Note View Course Content Next Note>>>
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