Discipline at Work - the practice

Article Abstract:

A survey of 50 organizations employing 150,000 workers reveals that the most common offenses are absenteeism and poor performance, personnel departments handle many of the disciplinary details, most companies provide training in discipline and most companies provide line managers with written discipline guidelines. Written policy procedures usually outline grounds for specific sanctions and dismissal. Common offenses include theft, sexual or racial harassment, verbal or substance abuse, and safety violations. 64% of the companies surveyed had been involved in tribunal cases for unfair dismissal.

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The procedures

Article Abstract:

A United Kingdom survey of 50 employers' disciplinary procedures shows that all the organizations have written procedures, most have policies clearly defining minor or gross misconduct and most have modified their policies since 1991 regarding smoking and sexual or racial harassment. The Advisory, Conciliation and Arbitration Service model guidelines for such policies generally have been adopted by the employers surveyed. Most companies have policies regarding initial counselling, oral and written warnings, sanctions, and appeals procedures.

Models, Practice, Employee handbooks, United Kingdom. Advisory, Conciliation and Arbitration Service

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Discipline may not improve work behaviour

Article Abstract:

Employee behavior is not improved by disciplinary actions, according to a UK study of 104 employees, particularly when discipline is perceived as retribution. While rehabilitative efforts sometimes work, almost half of the disciplined employees were generally unwilling to change their behavior. The study looked at factors such as employees' perception of rules, disciplinary inequity, bias in hearings, management coercion or hostility, and peer support for disciplined workers.

Analysis

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