Discipline & employee Rights

2. Syeda
mustajab
Zahra Asma farooq

4. Discipline is a condition in the
organization when employees conduct
themselves in accordance with the
organization's rules & standards of
acceptable behavior.

5. Seriousness of
the problem
Duration of
the problem
Frequency &
Nature of the
problem
Extenuating
Factors
Degree of
Socialization
History of the
Organization’s
Discipline
Practices
Management
Banking

6. General guide-line
in administering
discipline include
a …
Make Disciplinary
action corrective
rather than
punitive.
Use a progressive
discipline
approach.
Follow the hot-
stove rule.

7.  Make discipline action corrective rather than punitive:
The object of disciplinary action is not to deal out punishment. The object
is to correct an employee’s undesirable behavior.
 Use a progressive discipline approach:
A system of improving employee behavior that consists of warning and
punishments that gradually become more severe.
 Hot-stove rule:
Discipline, like the consequences of touching a hot-stove, should be
immediate, provide ample warning, be consist, & be impersonal.

8. The hot-stove rule consist of four element.
Immediate response
Advance warning
Consistent action
Impersonal application

9.  Immediate response:
The impact of a disciplinary actions meet all of these element every time
discipline is applied, As a result , it is a best that the disciplinary process
begin with in a responsible time frame after the violation is noticed.
 Advance warning:
The manager has a obligation to give advance warning prior to initiating
formal disciplinary action. This means the employees must be aware of
the organization’s rules & accept its standards of behavior.
 Consistent action:
Faire employee treatment also demands that disciplinary action be Consistent
.All the employees wants to know the limits of permissible behavior, & they
look to their manager’s action for such feedback.
 Impersonal application:
The penalties should be connected with a given violation, not with the
personality of the violator this is a discipline should be directed at when
employees have done, not the employees themselves.

10. dismissal
suspension
written/verbal warning
written warning

11.  Written/ verbal warning:
A written verbal warning is a temporary record of a reprimand that is
place in the manager’s file on the employee.
 Written warning:
First formal step of the disciplinary process. This is because the written
warning becomes part of the employee’s official personnel file.
 Suspension:
A period of time off from work as a result of a disciplinary process.
 Dismissal:
A disciplinary action that results in the termination of a employee.

12. The most frequent violations requiring
disciplinary action
attendance
dishonesty Job behaviors
outside
activities

13. review all
facts
set the
stage
be very
clear
allow a little
dignity
let the
employee
talk
give
severance
pay
sign waiver
of right to
sue

14. pay for earned
time
have person
leave that day
inform person
of benefits
take protective
steps (change
passwords,
etc.)
inform staff of
firing

15. Review all facts: Be very familiar with documentation
such as performance appraisals ,disciplinary actions &
productry reports that led to this action.
• Set the stage: Call the employee into your office or another private setting.
Have someone there was a witness. Darken your computer screen & silence
your phones as this deserve your full attention.
Be very clear: Use language that leaves no doubt that
employee is being terminated. Consider making notes so you
don’t stray from your message. Review the performance
problems and unsuccessful efforts to remedy the situation.
• Allow a little dignity: Suggest that the job may not have been the best
match for the employee express hope that things will work out better in a
new job & under different circumstances.

16. • Give a person a chance to respond ,
regardless of how uncomfortable it is
for you ,but don’t get drawn into an
argument or back down.
Let the
employee
talk.
• Providing severance pay slightly
softness the below, & is the decent way
to behave .A good guideline is to weeks
pay plus one additional weeks pay for
every year of service
Give the
severance
pay
• In addition to any severance , you are
responsible any carned overtime &
earned but unused vacations time or
unused sick days
Immediately
pay for
earned time

17. Have a person leave the day: it is unfair & uncomfortable
for a terminated employee to continue to come to work . That
would lower staff morale & the possibility always exists that the
person could do damage to your company.
• Inform the person of any benifits : Terminated employees will be
grateful to learn about any benefits they are entitled to , such as
unemployment payments to or the ability to continue their medical
insurance.
Take appropriate protective steps : Immediately change
passwords for any computer programs the employee had excess
to. Retrieve any keys that may have to premises.
• Tell other employees that the employee had been terminated: Other
employees may need to know about the termination , but don’t give any
details. It’s a private matter. At best ,you might appear to be a gossip. At worst
, it could lead to legal problems.