Personnel Management

Discipline and Grievance Handling

 

Discipline refers to a attitudes and habits prevailing among the employees, with respect to rules and regulations of an organization. In simple  words,   discipline  means   orderliness  or the absence of disorder,  chaos  and confusion  in  human   behaviour  and  action.

Definitions

According to Tead and Metcalf

Discipline is the orderly conduct of affairs by the members of an organization, who adhere to the necessary regulations because they desire to cooperate harmoniously in forwarding the end which the group has in view and willingly recognize that. To do this their wishes must be brought into a reasonable unions with the requirements of group action.

According to Richard D. Calhoon

Discipline may be considered as the force that prompts individuals or groups to observe rule, regulations, standards and procedures deemed necessary for an organization.

According to  Ordway Tead

Discipline is the orderly conduct of affairs by the members of an organization who adhere to its necessary regulations because they desire to cooperate harmoniously in forwarding the end which the group has in view and willingly recognize that, to do this, their wishes must be brought into a reasonable unison with the requirements of the group in action.

According to M.J. Jucius

Discipline is said to be good when employees willingly follow he rules of heir superiors and their company. Discipline is said to be bad when employees either follow rules unwillingly or  actually disobey regulations.

Objectives of Discipline

1. To establish human relations climate based on mutual trust, confidence and respect in superior – subordinate working relationship.
2. To increase employee morale with a view to step up productivity and improved production at reduced costs.
3. To develop a spirit of self discipline and self control creating a desire to make adjustments and tolerance of specific directives issued to them by superiors.
4. To ensure a willing acceptance of various rules regulations and procedures laid down in the organization for attainment of desired goals, and

1. To encourage employees to seek necessary direction and responsibility in respect of performance of assigned tasks.

Aspects of Discipline/Types of Discipline

1. Positive Aspect

It implies    a  sense    of  duty   to  observe   the   rules    and regulations. It  is also  called  self discipline. It involves creation  of an atmosphere   in the  organisation  whereby  employees willingly conform  to the  established   rules   and regulations.  Positive discipline can be achieved through  rewards    and  effective leadership. Generally, discipline  is thought  of only in the  negative sense  but  positive discipline is more  effective. According to Spriegel, “positive discipline does  not replace reason    but   applies    reason    to  the  achievement   of  a  common   objective. Positive discipline  does not  restrict   the  individual but  enables   him  to have  a greater   freedom in that he enjoys a greater degree  of self-expression  in  striving to achieve the  group objective  which  he identifies as his  own.” Positive discipline promotes  cooperation and  coordination   with  a minimum   of formal   organization. It reduces the need  for personal  supervision   required   to maintain  standards.

2. Negative Aspect

It is also  known  as punitive or corrective discipline.  Under it penalties  or punishment   are  used  to force  workers  to obey  rules   and  regulations.

The  objective is  to  ensure   that  employees  do not  Violate  the  rules   and  regulations. Negative disciplinary action  involves such  techniques  as fines,  reprimand,   demotion, layoff,  transfer,  etc. Negative discipline   does   not  eliminate  undesirable   behaviour   rather    it merely suppresses    it.  It requires regular    monitoring   causing    wastage  of  valuable  time. Punishment  also  causes  resentment  and  hostility. While exercising negative discipline, management   should    proceed   in  a  sequential   manner,   viz.,   an  oral   reprimand a written   reprimand,   a warning,  temporary  suspension   and  dismissal  or  discharge.

Principles of Disciplinary Action

1. All rules of the company should as far as possible, be framed in consultation with the representatives of employees and the rules thus framed should be evaluated at frequent intervals. The rules so framed should also vary with changes in the working conditions of various employees.
2. For effectiveness of these rules, there should be uniformity in their application without discrimination.
3. Rules should be properly and adequately communicated to all concerned.
4. A disciplinary action involving some kind of penalty should be preventive rather than punitive because the main purpose of such action is to correct of reform the employee in order to prevent and recurrence of an act of indiscipline rather than simply to award some punishment with a view to create fear.
5. After a disciplinary action has been taken, the superior should treat his subordinates in a normal manner and forget the past.
6. Although some penalizing may be inevitable, no employee should be considered rule- breaker and an underlying current of confidence must run through all disciplinary actions. A manager or executive must view disciplinary action as a tool and not as a weapon of supervision.

Procedure for Disciplinary Action

The  procedure  for  taking   disciplinary  action   involves the  following steps:

1. Preliminary

First  of all a preliminary  inquiry should be held to find  out  whether  a prima facie case  of misconduct  exists.

2. Issue    of  a  Charge-sheet

Once   the  prima facie  case   of  misconduct   is established,  the management  should proceed to issue  a charge sheet  to the employee. Charge  sheet    is  merely  a  notice    of  the charge  and   provides   the   employee  an opportunity  to explain his  conduct. Therefore, charge sheet  is generally known as a show   cause notice. In  the  Charge sheet,   each  charge  should  be  clearly specified. There  should be  a separate  charge for  each  allegation and  charge showed  not  relate to any matter  which  has  already been  decided  upon.

3. Suspension Pending Enquiry

In case the charge is serious a suspension order may be given to the employee along  with  the charge sheet.  According to the  Industrial Employment  (Standing  Orders)  Act,   1946,   the  suspended  worker  is  to be  paid   a subsistence      Iowan       equal   to  one-half of  his  wages   for  the  first   ninety, days   of supension     an       three-fourths  of the wages  for the remaining period  of suspension  if the  delay  in the  completion  of disciplinary  proceedings  are  not  due  to the  worker’s conduct.

4. Notice of Enquiry

In case  the worker admits  the  charge,  in his  reply  to the charge sheet,   without any  qualification,  the  employer can  go ahead   in awarding the punishment  without  further  inquiry. But  if the  worker  does   not  admit   the  charge and  the  charge merits   major   penalty, the employer must   hold  enquiry to investigate into  the  charge. Proper  and  sufficient advance notice  should  be given  to the worker indicating the  date,   time  and  venue  of the  enquiry so  that  the  worker  may  prepare his  case.

5. Conduct of Enquiry

The  enquiry should be conducted  by   am  impartial    and responsible  officer. He should  proceed in a proper  manner  and  examine witnesses. F.air opportunity  should  be  given  to  the  worker  to cross-examine  the  management witnesses.

6. Recording the Findings

On the conclusion of the enquiry, the enquiry officer should  record  his  findings  and   the  reasons  thereof.  As  far  as  possible  he  should refrain from  recommending punishment  and leave it to the decision of the appropriate authority.

7.Awarding Punishment

The management  should  decide the punishment  on the  basis   of findings  of  the  enquiry,  past   record  of the  worker  and   gravity of the misconduct.   Warning,  fine,   withholding   increments,   demotion,   suspension   and termination are the types of punishment that may be used.

8. Communicating Punishment

The   punishment    awarded   to  the  worker should be communicated  to him  quickly. The letter  of communication  should contain reference to the  charge sheet,  the  enquiry and  the  findings. The  date  from  which  the punishment   is to be  effective should  also be  mentioned.

9. Follow-up

After  taking  the disciplinary action, it is necessary to see whether the  action   had  the  desired  effect  on the  employee.

Statutory  Provisions Concerning Discipline

The  Indian law  on  discipline  consists  of the  following:

1. Industrial Employment   (Standing  Orders)  Act,   1946

This  Act requiires employers  in specified  industrial  establishments   to define   precisely the  conditions ‘of employment  including   the  rules  of discipline  and  procedure   for  punishment   for indiscipline  and  also  to make   them  known   to the  workmen.  Among  other   matters, standing  orders   define  disciplinary  action  for misconduct,  acts  or  omissions  which constitute  misconduct,   and  various   forms   of punishment.   Every  act  of indiscipline is called   a misconduct.   The  main  acts  of misconduct  are  given  in  Table

1. Disobedience or  willful insubordination.
2. fraud   or  dishonesty   in connection  With the employer’s  business    or  property.
3. Willfull damage or  loss  of employer’s  goods  or
4. Taking or  giving  bribes   or  any  illegal gratification.
5. Habitual   absence   Without  leave  or  absence   without   leave  for  more   than   ten
6. Habitual   late
7. Habitual breach   of any  law  applicable  to  the  establishment
8. Riotous or  disorderly    behaviour   during    working    hours    at  the  establishment,     or  any  act subversive  of discipline  .
9. Habitual negligence  or  neglect  of work.
10. Frequent repetition    of any  act  or  omission    for which  fine  may  be imposed.
11. Striking   of work   or  inciting  others   to strike   in contravention   of the  provisions   of any

3. The Industrial Disputes  Act, 1947

Under   Sec.  11-A of this  law  a  Labor Court,  Labour   Tribunal  or National Tribunal  can  set aside the order of discharge or dismissal   of  an  employee.  In  case   of  “protected  workmen”  prior    permission     for dismissal  and  discharge   is  essential.   These   protected  workmen are   trade  union officers who  are  declared  as such  to save  them  from  being  victimised  for raising   the dispute.

4. The Payment of Wages Act, 1936

Sec.  8 of this law places   restrictions   on the  imposition  of fines  on  an  accused  employee.

 

Code of Discipline

During 1956-57, a frightening number of cases of violence and coercion, strikes and lockouts were recorded in India. There were numerous instances of gross breaches of discipline both by the workers and employers. To put a full stop to such activities, a Tripartite Sub-Committee of the Labour Conference was appointed in 1957 so as to draw up a code of discipline. The code was ratified in March, 1958 by the central organisations of employers and workers.

The code binds the parties to settle all future dispute by mutual negotiaions, consultation and voluntary arbitration. The parties are also required to encourage the growth of healthy trade unions and eliminate all forms of coercion, intimidation and violence in industrial relations.

Clauses of Code of Discipline

The important clauses of the code of discipline are as follows:

1. The code prohibits strikes and lockouts without prior notice and all industrial disputes must be settled through the machinery provided for the purpose.
2. Both employers     and    employees    should   recognizee    the    rights     and responsibilities  of each  other  and  should willingly discharge  their  respective obligations.  There   should be  no unilateral  action   on either
3. No unilateral action can be taken by either party, and all industrial disputes must be settled through the machinery provided for the purpose.
4. Neither party   will  have  recourse  to  coercion,  intimidation,   litigation  and victimisation but will settle  all differences by mutual negotiations, conciliation and  voluntary
5. A mutually agreed grievance procedure  will be  set  up  and  both  the  parties will  abide   by it without  taking   arbitrary
6. Both employers  and   trade   unions  will  educate  their   members   regarding their  mutual
7. Management   will  not   increase  work   loads   without  prior    agreement   or settlement  with  the
8. Employers will take  prompt  action  for the  settlement  of grievances and  for the  implementation   of all  awards  and
9. Management will take   immediate  action   against all  officers found   guilty  of provoking  indiscipline  among workers.
10. The employers  will  provide all facilities for  the  unfettered  growth of trade unions. They will recognise unions according to the criteria laid  down  in the code.  They will discourage the use of unfair  labour practices like victimization of the  members  of recognised  trade.
11. Unions will avoid  demonstrations,  rowdyism and  all forms of physical duress and  workers  will  not  indulge in union   activity during working hours.
12. Unions will  discourage   negligence of  duty,  damage  to  property,  careless operation, go-slow tactics, insubordination  and  other  unfair  labour practices on the part  of workers.  They will also take  action  against their  office-bearers and  members  who  work   against the  spirit   of the

Thus, the code of Discipline consists of three sets of principles, namely

1. obligations to be observed by management
2. obligations to be observed by trade unions, and
3. principles binding on both the parties.

The  Code  of Discipline has  been  helpful in improving industrial  relations  in the country. It has  focussed  the  attention  of employers  and  workers  on their  respective obligations. The  code  was  reinforced by the  Industrial  Truce  Resolution in  1962.  In

1965  a seminar  was  held  on the working of the  code,  and  it was  concluded  that  the

contents of the  code  are  satisfactory  but  its  implementation  has  been  ineffective. In

1967  the  Central  Implementation   and  Review Committee  of the  Union   Ministry of Labour and  Employment  made   an  evaluation of the  code.  With  the  passage  of time the  spirit   of the  code  has  been   lost  sight  of and   a genuine  desire   to  exercise self- restraint  is lacking.

The  code  has  not  been  very  effective in  ensuring  harmonious   relations  among employers  and  employees due  to the  following reasons:

(i)    Lack  of self-imposed  voluntary restraint  on the  part   of both  the  employers and  labour  unions.

(ii)    Erosion  of workers’  wages  due  to increasing  prices.

(iii)     Rivalry among trade   unions.

(iv)    Conflicts between the  code  and  the  law.

(v)   The  state   of indiscipline  in the  body  politic.

(vi)    Reasons  beyond the  control of employer.

The National Commission on Labour recommended  that  the following provisions of the  code  should  be  made   statutory:

(a)    recognition  of the  representative  union   as  the  sole bargaining  agent;

(b)   setting up  of a grievance machinery;

(c)  prohibition  on  strikes  and  lockouts  without proper  notice;

(d)    penalties  for  unfair   practices;  and

(e)   provision  for voluntary  arbitration.

However, the  code  by  itself  cannot  maintain  discipline  in  industry  unless   the parties  subscribing  to  it have  full  faith  in it and  make   a determined  bid  to observe it both  in letter   and  spirit.