Describe the disciplinary action procedure.

Describe the disciplinary action procedure. Mention briefly the practice of disciplinary action procedure in your organisation or an organisation you are familiar with and comment on it. Briefly describe the organisation you are referring to.

Ans
Employee discipline is the backbone of Industrial relations. In fact, 'the function of management is to keep an enterprise going n smoothly, efficiently and profitable. To do this, you need a workforce that has to accept certain reasonable standards of behavior at the workplace. Effective employee . performance depends upon the willingness on the part of your subordinates to carry out the orders of their superiors, to abide by-the rules and norms of your organisation.
The first thing most people associate with the concept o discipline is the act of punishment. This is so because discipline, in its narrowest sense, is used to refer to the act of imposing penalties for wrong behavior. It is important to . remember that this meaning of the word discipline. Discipline means • orderliness, obedience and maintenance of proper subordination among employees and a check or restraint on the liberty of individual. It is a force, which prompts an individual or group to observe certain rules, regulation, and procedures that are considered to be necessary for the attainment of an" objective. Discipline implies a state of order in an organisation. It means proper appreciation of'the hierarchical superior subordinate relationship. It corrects improper conduct and thus acts as a force leading to the observance .of rules and regulations. It is essentially an attitude of the mind, a product of
culture and environment. Discipline can not be maintained merely with the help legislative Sanctions; it requires persuasion on a moral plane. .At any organisation, the concept of discipline emerges from your interaction with your subordinates. And various formal and informal rules and regulations govern your interaction with your subordinates. The company's manual or standing orders provide the formal rules and regulations, including work related behavior rules. But these formal rules are not sufficient to cover the wide range of interaction that you and your subordinates are engaged in the complex context of industrial relation. Informal and unwritten rules and norms govern a large part of your behavior and interaction with your subordinates. These information rules and norms that support and legitimize .practice are based on convention and culture of the organisation. Negative discipline involves force or an outward influence. It is the traditional aspect of discipline and is identified with ensuring that subordinates adhere strictly to rules, and punishment is meted out in the event of disobedience or indiscipline. As you can see, in this perspective strict penalties are levied for the violation of rules. It is in fact, the fear of punishment that works as a deterrent in the mind of the subordinate.
In positive discipline, subordinates company with the rules not from fear of punishment, but from the desire to cooperate in achieving the common goal of the organisation. Willingness to comply'is most important. The emphasis here is on cooperative efforts to secure compliance to organizational norms. It promotes emotional satisfaction instead of emotional conflict and the increased cooperation and coordination reduces the need for formal authority. This approach to discipline will help to both individual needs of the •subordinates and organizational goals. It would therefore motivate Subordinates to work with zeal and fulfil their needs. The positive concept of discipline assumes a certain degree of self-discipline.
Discipline at one level means training that corrects moulds, strengthens 'or perfects behavior. Discipline in this sense, refers to the development of an individual, i.e. one's efforts at self control for the purpose of adjusting oneself to certain needs and demands. This is nothing but what you would call self-discipline. You will agree with us that it is extremely important to have this-
kind of self-discipline both in you and in your subordinates for effectively and efficiently achieving organizational objectives. Compliance and Social order. .' Compliance is a relationship between you as a superior/manager who exercises power and your subordinates who are subjected to your power and authority. It is a relationship, which consists of the power employed by the superior to control the subordinates on the one hand and the orientation of the subordinates to this power, on the other.
Compliance in this sense Combines structural aspect and a motivational aspect. The structural aspect involves the kind of power possessed and the superior uses the manner in which it. The motivational aspect is concerned with the different kinds of orientations with which the subordinates respond to the power that is being exercised over them. Kinds of power—— The three major sources based on which people acquire power are:
1. Coercion or physical means
2. Economic assets or material means
3. Normative values or symbolic means power differs according to the means employed by the power holder to make the subordinates comply. Coercion power rests on the application or the threat of application of physical sanctions. Remunerative power is based on control over material • resources through allocation of salaries, wages, commissions, fringe benefits, etc.
Normative power rests on' the allocation and manipulation of symbolic rewards. As there are three kinds of power, we can also distinguish three kinds of orientation from the subordinates who are subjected to power. The different types of orientation thus result in different kinds of involvement. Alienate involvement designates an intense negative orientation on the past of the subordinate people with such orientation tend to be alienated from their superior and their organization.
Calculate involvement designates either a negative or a positive orientation of low intensity. Involvement in this sense is always with very tangible benefits, which the subordinates clearly visualize for themselves.
Moral involvement designates a positive orientation of high intensity. The subordinates base this on internalization of norms by the subordinates whereby they identify themselves with the goals.
Let's take the example of cash the by the worker of the organisation. (Cash Amount Rs. 50,000, his designation is Account Officer, person working for last two years.)
The following steps or procedure I will take against the worker .under the disciplinary rules:
Steps 1: Talks to the colloquies of that worker and try to find his family background his mentality, behaviour, attitude. Manager talks to office worker, which is the clique of that worker. Various cliques have different opinion about him (theft worker). Some cliques say that he is a very positive attitude person very kindness, very helpful to his juniors. But some cliques say that he is a very irritating type of person, very ego ness type of person, very rudely and not cooperative person; . So that manager decide his family background is below poverty so they may could be this type of stealing or the other point of view is this is the habit and lots of time he is doing this type of work and some time he was going to the jail also.
Step: 2 Direct talks to the worker
After talking to the cdlliques, Manager direct talks to the worker. There
will be two conditions analyse.
First condition, if the theft worker agrees his mistake that he is the
responsible for the stealing because the behind of stealing is very.
meaningful cause. Because our family background is very poor and
poverty. That's why he can do this work.
Second Condition
If the worker not accept his mistake and he is requiring to his stealing
evidence if the manager has not proof to his evidence than the manager
try to some different things and take necessary steps like, pressure of
his family, flusttery to the worker, except these things if he couldn't agree his mistake than he will give him threatening to the police because the threatened to the police forces to him and accept his misconduct which he has to the company. Step:3
Calling to the Police
If the worker crosses his all the limits and always denying with his-unhuman work. Then the manager will call to the police and will arrest to the police than the police searching identification of theft worker .and why he will doing all this type of work and finding where he had used 'Rs. 50,000 and what was the cause behind all this type of work Following Steps Can Be Taken By The Organization : Fired out from the services of the job with immediate effect: when the organisation have confidence that the worker has misconduct to the organisation than the organisation has on the spot decision that -the worker has left to the company and he is fired out from the services of the job with immediate effect and information to the another companies that this worker is not a faithable person and don't give him any break .to any other companies because he is a conspiracy type of person also and take company information from one company to another company.
No PF/GF and any another benefits will be liable to that worker
Organisation have undertake all the benefits who are liable to the worker because he is very unreliable person and so many time he-is misconduct to the several organisation so as a manager of PMW organisation we undertake all the PF/GF of the theft worker and other lots of benefits because this worker couldn't accept his mistake he has so much ego ness not creating of working environment and take a" misconception between each and every employee that's why the company will compensate with PF\GF amount with the theft Amount of that worker.
If the theft amount-is very large than company take any capital legal action against that worker:
At the time of appointment same one person who is giving the guarantee contact that person than call other family member and other seniors family member. It that worker and his family member agree to pay of that amount than the company will not take any necessary legal or criminal action. If the worker haven't accept his mistake so the company take any necessary legal action to compensate his money.