32 Discipline

Dr Anurodh Godha

1. Learning Outcome

After studying this unit, you would be able to:

Understand the fundamental nature of Industrial discipline
Point out the nature and major aims & objectives of discipline.
Study and appreciate the significance of discipline in Industry.
Know about various principles for maintenance of discipline.
Understand the concepts of Indiscipline and misconduct.
Know about the causes of Breach of discipline.
Know about the guidelines governing the disciplinary action.
Learn about the Mc Gregor’s hot stove rule.
Learn about the code of discipline in Indian Industry.

2. Introduction: Discipline

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Discipline may be defined as an approach which aims at instilling orderly behaviour and respect for willing obedience to a recognized authority. Industrial discipline is crucial for healthy industrial environment and for escalating production & productivity. The promotion and maintenance of employee discipline brings multifarious benefits to the organisation and its employees in form of say ; goal attainment , smooth functioning of the organization etc.

Meaning & Definition of Discipline

What does Discipline means?

Discipline means getting obedience to rules and regulations of the organization. Discipline is absolutely essential for the smooth running of business. Fayol, stated that discipline is obedience, application, energy and outward mark of respect. According to Webster’s Dictionary, the word discipline has three meanings “First, its is the training that corrects moulds , strengthens or perfects individual behavior. Second, it is control gained by enforcing obedience. The third meaning, it is punishment or chastisement.

Definition of Discipline

According to Dr. Spriegel, “Discipline is the force that prompts an individual or a group to observe the rules, regulations and procedures which are deemed to be necessary to the attainment of an objective; it is force or fear of force which restrain an individual or a group from doing things which are deemed to be destructive of group objectives. It is also the exercise of restraint or the enforcement of penalties for the violation of group regulations.”

Thus discipline can be regarded as a force that requires employees to follow the rules and regulations of an organization considered vital for its efficient working.

In brief, discipline is an employee’s self control which motivates him to comply with the organization’s goals and objectives.

3. Concept of Discipline

The dialogue between the workers and managers in a work setting pave way to the emergence of the concept of discipline.

3.1 Aspects of Discipline

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Negative Aspect – This aspect uses “fear” as a force to enforce discipline in the organization. If any employee or worker defies the rules and regulation strict punishment is levied on them. This is categorized as traditional concept of discipline.

Positive Discipline – Now a days the management of various organizations have adopted positive progressive outlook for disciplining the employees. With the ever increasing awareness among the workers concerning their rights and responsibility, it was required on the part of management to reconsider the negative approach of fear used by them so far.

Thus management emphasized on the concept of self – discipline. This approach of self control asserts on cooperative efforts of employees to abide by the rules of the organization. Thus positive aspect of discipline plays a much greater role in safeguarding industrial peace and prosperity.

3.2 Main Characteristics of Discipline

The main characteristics of Discipline can be summed up as follows :-

(i) To guarantee successful fulfilment of organizational goals it motivates workers to abide by the instructions issued by the management or superiors.

(ii) It is a negative approach in the sense that it discourages employees in under taking some activities while encouraging to undertake the few others.

(iii) On Violation or disobedience of organization rules it imposes fine or reprimand, therefore, it is also called as punitive or big stick approach.

3.3 Aims & Objectives of Discipline

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The aims and objectives of discipline are as follows:-

(i) For the achievement of organizational goals it tries to earn the willing approval of employees.

(ii) To introduce the component of uniformity and assurance despite the numerous difference in informal behaviour patterns in the organization.

(iii) For improving the quality of production by enhancing the morale and working efficiency of the employees.

(iv) To generate respect for human relations in the organization.

(v) To confer and seek direction and responsibility.

3.4 Importance of Discipline in Industry

Discipline acts as a cornerstone for the smooth functioning of any enterprise. Absence of discipline in any industry can create a great amount of commotion and confusion thereby decreasing its productivity. For any enterprise however big or small manpower is the most pivotal resource and thereby all efforts should be made to discipline them.

All steps should be taken to encourage mutual trust and confidence between the workers and the management which is indispensable to bring about needed discipline at the workplace.

Maintenance of discipline is a precondition for attaining the aims and purposes of the organization swiftly. Disciplined employers will assist in creation of pleasant industrial environment which will be beneficial for the industry and the nation both.

4. Indiscipline

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Indiscipline may be expressed as non – compliance to formal and informal rules and regulations of an organization. Indiscipline may prove to have detrimental effects on the morale and motivation of the employees as well as on the organization as a whole. There are various socio-economic and cultural factors that play a role in creating indiscipline in an organization which can be summed up in following figure :-

Source: Designed by Author

Ways to Cope With Indiscipline

Management can adopt various strategies as mentioned in the figure below to keep a check on indiscipline in the organization.

Figure 2: Means to Cope with Indiscipline

Source: Designed by Author

5. Misconduct

An action or type of behaviour can be defined as misconduct if it is prejudicial to the interests of the employer and other employees, inconsistent with the norms set for discharging duties, unsafe or unfaithful to such a degree that it becomes incompatible to continue employer – employee relationships.

Categories of Misconduct

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Disciplinary acts of misconduct can be categorized on the basis of the severity of the consequences.

(i) Minor Contravention– results in few serious consequences. Example – negligence, minor disobedience to rules, carelessness.

(ii) Major Contravention – Partially hinders the working of the organization. Example – lying, cheating, stealing

(iii) Intolerable Offences – are of unlawful and severe nature which endanger employment relationship.

Example – threat to use weapon, use of drugs on the job, smoking near inflammables.

Misconduct Stated In Model Standing Orders

Here is an illustrative list of acts constituting misconduct under Model Standing Orders Act , 1946.

(i) Wilful insubordination or disobedience of any lawful and reasonable order , rule or regulation.

(ii) Refusal to work on a job or a machine which has been assigned to him.

(iii) Refusal to accept or reply to a charge sheet within the prescribed period of time.

(iv) Theft , fraud , or dishonesty in connection with the property of the company.

(v) Theft of another employee’s property inside the industrial area or company premises.

(vi) Causing willful damage to , or loss of , the employer’s goods or property.

(vii) Causing damage to a product in process or to any property.

(viii) Interference with , safety devices.

(ix) Non-observance of safety precautions and rules.

(x) Taking or giving a bribe or any illegal gratification.

(xii) Acceptance of gifts from subordinates.

(xiii) Habitual late coming.

(xiv) Absence from duty without leave.

(xv) Overstay when on leave without prior authorized permission.

(xvi) Entering or leaving , or attempting to enter or leave , the work premises except through authorized entrance and exits.

6. Causes & Approaches towards Disciplinary Action

The main reasons for breach of discipline in any organization may be stated under following heads

Source: Designed by Author

(I) Causes Related To the Worker

(a) Illiteracy and low intellectual level of workers.

(b) Workers personal problems like their fears, hope, aspirations etc.

(II) Causes Related To the Socio – Cultural Factors –

(a) Misunderstanding and rivalry among workers.

(b) Discrimination based on caste, colour, sex, place in imposing penalties.

(III) Causes Related To the Work Environment –

(a) Bad working conditions.

(b) Defective supervision

(IV) Causes Related To the Management Practices –

(a) Lack of clarity in rules & regulation as laid out by the top management.

(b) Faulty performance appraisal systems leading to favoritism thereby generating indiscipline.

6.1 Principles of Industrial Discipline

Industrial Discipline should be based on certain just and fair principles to be accepted by the employees. The basic Prerequisites or principles to be observed are:-

(i) The very objectives of industrial discipline should be clearly laid out

(ii) The code of conduct should be framed with consultation & collaboration of the workers or their representatives.

(iii) The code of conduct must be communicated to all concerned in the organization.

(iv) The rules and regulation concerning the discipline should understandable by all.

(v) The rules of conduct must able to settle the grievances if any arising during the period be of employment.

(vi) The approach of discipline policy should be preventive i.e. stress be laid on prevention of violation of discipline rather than on the administration of penalties.

(vii) The quantum of reprimand for each case of misconduct should be specified clearly in advance by publishing them in employee’s handbook.

(viii) The enforcement authority must be specified.

(ix) Discipline policy should not discriminate against the employees; it should be uniform for all employees without favoring any one worker or employee.

(x) A disciplinary committee in the advisory capacity be constituted to look into the matters of indiscipline and put forth the necessary suggestions.

6.2 Guidelines of a Disciplinary Action

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(a) Fixation of Responsibility – the responsibility for sustaining discipline in the organization should be given to a responsible person, say personnel officer.

(b) Proper Framing & Communication of Rules – the rules and regulations should be cautiously and accurately formulated and published in employee handbooks

(c) Rules and Regulations Should be Reasonable – the work standards set Should be attainable by the employees and the rules be modified at frequent intervals to suit the changing organizational circumstances

(d) Equal Treatment – Rules and penalties should be applied equitably. Identical punishment should be granted for identical offences.

(e) Prompt Action – care should be taken to make sure that the penalty is imposed soon after the violation of a rule has occurred.

(f) Search for the Facts – before proceeding to take any action against an employee , provide him with sufficient time to present his side of the case i.e. What and why it happened

(g) Natural Justice – the punishment or penalty imposed on the indisciplined worker must satisfy the principle of natural justice. The punishment should always justify with the gravity of the offence.

6.3 Mc Gregor’s Hot Stove Rule

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The model method for enforcement of discipline should have the four important characteristics of a red – hot – stove.

(i) Advance Warning – a red – hot stove tells us, “don’t touch me, you will suffer” Similarly a worker knows what is expected of him and what will be the result if he fails to live up to those expectations.

(ii) Immediate Effect – if one overlooks the advance warning and touches the stove, gets immediate result (fingers may suffer burns) likewise workers may get instantaneous effect on committing any act of indiscipline

(iii) Consistency – every time we touch a red – hot stove we get the same result. Every time a worker commits the insufficient act , he should be penalized.

(iv) Impersonal Approach – red – hot stove functions uniformly for all, doing away with any favoritism. In the same way, management should not discriminate in imposing punishment on basis of caste, creed, colour, sex etc. It should guarantee the fundamental right to equality.

Thus these four characteristics should be kept in mind before administrating any disciplinary action.

6.4 Procedure for Disciplinary Action

The following steps should be taken care of while administrating a disciplinary action.

Source: Designed by Author

(a) Ascertaining the Statement of the Problem – First look into the violation of rule and the number of employees involved in the matter. Then ascertain the gravity of the violation and the conditions under which it occurred.

(b) Searching for the Underlying Facts – This calls for thorough examination of the case together the relevant facts.

(c) Deciding upon the Type of Penalty – The penalty or punishment should be such which discourages future reoccurrence of the offence or violation. But it should always relate to the gravity of the offence.

(d) Application of Penalty – The selected penalty may be imposed on the wrong doers and if the offence is not of a serious nature then it may be disposed off quickly.

(e) Follow-up on Disciplinary Action – Vigilant supervision of the person against whom a disciplinary action is taken should be done.

7. Code of Discipline in Indian Industry

The Indian labour conference held in New Delhi in July 1957, discussed discipline in Indian Industries, and laid down certain principles governing it, these were

(a) It is a State – induced voluntary agreement between labour unions and management to abide by certain self-imposed rules of behavior in order to ensure that disputes do not arise ; and that , if they do, to promote and orderly settlement through negotiation , conciliation and voluntary arbitration.

(b) The Code enjoys upon the parties to accord due recognition to each other’s just rights and responsibilities.

(c) It enjoins upon the parties to refrain from taking any unilateral action in connection with any industrial matters ; to utilize the existing machinery for the settlement of disputes with the utmost expedition ; and to abjure strikes and lock-outs without notice and without first exploring all possible avenues of a settlement.

(d) It discourages litigation and lays emphasis on a mutual settlement of disputes through negotiation, conciliation and voluntary arbitration rather than through adjudication.

(e) It enjoins that neither party should resort to demonstration , intimidation , victimization , violence, coercion , discrimination , or interfere in union activities or with the normal work of employees , or indulge insubordination or wilful damage to property.

(f) The code requires the employers to recognize the majority union in their establishments or industries, and set up a well-defined and mutually agreed grievance redressal procedure. It requires workers not to adopt go-slow tactics , or indulge in stay in or sit-down strikes while they are on duty.

(g) It emphasizes that awards, decisions , agreements and settlements should be promptly and readily implemented ; and that any act which disturbs or impairs the cordial relations between employees and management , or which is contrary to the spirit of the Code , is carefully avoided.

(h) It directs employees and their trade unions to take appropriate action against their officers and members who indulge in activities which are contrary to the spirit and letter of the code.

Summary

Industry discipline is vital for creation and maintenance of healthy & peaceful industrial environment. It brings numerous benefits to the organization and its employee as well. Discipline is absolutely essential for the smooth running of business. Discipline is the force that prompts an individual or a group to observe the rules, regulations and procedures which are deemed to be necessary to the attainment of an objective; it is force or fear of force which restrain an individual or a group from doing things which are deemed to be destructive of group objectives. It is also the exercise of restraint or the enforcement of penalties for the violation of group regulations.

Discipline has two aspects i.e. positive & negative. Indiscipline & misconduct can surge from number of factors like unfair labour practices, wage differentials, poor communication, ineffective leadership etc. Indiscipline & misconduct are two evils that can hamper the smooth functioning of an organization so they should be curbed at any cost. Model standing orders and the code of discipline as stated by the Indian Labour Conference can help in long term to keep a check on the Indiscipline in the Industry.

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