Essay On Employee Discipline

Essay On Employee Discipline-4
Discipline should be directed against an act and not against the person.

Discipline should be directed against an act and not against the person.

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Disciplinary action refers to taking action against an individual who departs from the devised code of conduct observed in the unit. Calhoon, “Discipline may be considered as a force that promotes individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of an organisation.” The discipline is used as a tool for implementing various rules and regulations for the smooth running of the organisation. 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 restrains an individual or a group from doing things which are deemed to be destructive of group objectives.

Discipline is very important for smooth and efficient running of an enterprise.

The dirty secret about managing is that most business owners hate to discipline employees who are falling down on the job; they tend to put it off, hoping the problems resolve themselves. Most entrepreneurs have limited experience getting a positive response when and if they do discipline their employees. Maybe the boss went through a scripted "disciplinary procedure" suggested by lawyers to avoid possible wrongful termination lawsuits, but a focus on actually changing employee behavior was rare.

 Disciplinary Action When a problem occurs, the manager/supervisor will have to determine the seriousness of the situation and the appropriate response.

What the supervisor chooses to teach them is a choice; he can model respect, compassion and responsibility, or he can behave in an arrogant, demeaning and insulting manner.

Common categories of disciplinary problems are attendance, poor performance, or misconduct.

The word ‘discipline’ has unpleasant associations with punishment but with the addition of the “just cause” concept involving a limitation on the employer’s right to discipline and discharge, the word has been extended to embrace a system of training and education of both employee and his supervisor, designed to achieve orderly conduct.

The keystone of ‘just cause’ is the principle of “corrective” or “progressive discipline” that is, the misconduct must be handled under a system of warnings and graduated penalties which gives the employee time to reflect upon his errors and mend his ways before the final act of discharge, when efforts at correction have failed.

Discipline is said to be bad when employees either follow rules and regulations unwillingly or actually disobey them. The fundamental reason for taking disciplinary action is to correct situations that are unfavourable to the company. When disciplinary problems arise, it may be as much management’s fault as the workers.

Many disciplinary problems grow out of management’s failure to inform employees what is expected of them.

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