The purpose of discipline is to encourage employees to behave sensibly at work, where being sensible is defined as adhering to rule and regulations. In an organization, rules and regulations serve about the same purpose that laws do in society; discipline is called for when one of these rules or regulations is violated. Disciplinary action is a method of dealing with employees who cause problems or do not follow company rules and policies.
Types of Disciplinary Action
- Informal disciplinary procedures are not codified and are usually handled discretely by a manager
- Formal procedures are codified in a company handbook or employment contract and followed closely by the employer
Elements of the Disciplinary Action
- The first element of the disciplinary process is that it is a line responsibility. A staff personnel agency can and should provide advice and assistance. But disciplining subordinates requires leadership and command. So it should be the responsibility of the supervisor.
- The second element of a disciplinary-action programme is a clear clarification of what type of behaviour is expected of an employee. This requires an establishment of reasonable rules and regulations relating to employee behaviour and conduct. A no-smoking rule in a department working with inflammable materials is not made to harass the employee. The objective of disciplinary action is not to inflict punishment.
Right to Take Disciplinary Action
Right to take disciplinary action emanates from employer-employee relationship and is regulated by contract of employment, standing order of the company (for workers) or conduct and discipline (appeal) rules (for supervisory staff) of the organisation promptness in disciplinary cases is essential. It has to be ascertained which disciplinary rules are applicable to the deliquent employee for taking action.
Disciplinary Action Levels
There are various disciplinary actions as per the level of indiscipline and generally, they follow a typical sequence of steps as per seriousness – verbal warning, written warning, suspension, and dismissal.
- Written verbal warning: The mildest form of discipline is the written verbal warning. It is a temporary record of a reprimand which is then placed in the manager’s file of the employee. It should state the purpose, date and outcome of the interview with the employee. This warning remains in the hands of the manager. It is not forwarded to the personnel department for inclusion in the employee’s personnel file.
- Written warning: The second step in the progressive discipline process is the written warning. In effect, it is the first formal stage of the disciplinary procedure. This is so because the written warning becomes part of the employee’s official personnel file. This is achieved by not only giving the warning to the employee but sending a copy to the personnel department to be inserted in the employee’s permanent record.
- Suspension: A suspension or lay-off would be the next disciplinary step, usually taken if the prior steps have been implemented without the desired outcome. If the infraction is of a serious nature, the suspension is ordered without any prior verbal or written warning. A suspension may be for one day or several weeks; disciplinary lay-offs in excess of a month are rare
- Demotion: If the suspension has not been effective and management wants to avoid dismissing the problem-employee, demotion may be an alternative. Demotion is a disciplinary action whereby an individual is sent back to a lower position in the company. However, it tends to demoralize not only the employee but the co-workers (peers) as well. Moreover, it is a constant punishment to the demoted employee and hence has broad motivational implications.
- Pay-cut: Another alternative, also rarely applied in practice, is cutting the problem employees pay. The pay cut usually has a demoralizing effect on the employee and is suggested as a rational action by management if the only other alternative is dismissal.
- Dismissal: Management’s ultimate disciplinary punishment is dismissing the problem employee. Dismissal should be used only for the most serious offences. Yet it may be the only feasible alternative when an employee’s behaviour is so bad as to seriously interfere with a department’s or the whole organization’s operation.
