8/12/2019 F1 Discipline Without Punishment

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ARTICLE SUMMARY

The article talks about the punitive and non-punitive approach for maintaining discipline in anorganisation. It is clear that the traditionally followed punitive approach has never been a viable option

but still there has been a resistance in accepting it. It finally mentions the ways of implementing non-punitive approach for discipline and the rationale behind it.

Reasons for late acceptance of the non-punitive approach

1. No perceived need- In technical and professional sector , managers avoided confrontingsophisticated work force for any disciplinary action whereas in industrial sector they did not want tobring a behavioural change among employees and were comfortable with punitive action. But today pressure for quality and productivity demand from workforce has forced companies toimplement non-punitive system to gain their commitment.

2.

Understanding corporate culture - Discipline was not considered as a reflection of culture of thecompany but rather a mean to tackle misbehaviour. But today it is recognised that it defines therelationship between managers and workers.

3. Lack of effective implementation process - There was no proper implementation process as itrequired restructuring of entire approach to performance management. Though with experiencemanagers have been able to switch to the new system.

4. Changing work force value - The work force consisted of self-discipline, hard-working, obedience toauthority and diligent people. But the current youth work force had different values and waspermissive, against authority figure and demanded participation in decision making.

5. Changing Perceptions - Disciplinary system perceived as distasteful task was not administered by

senior managers but was left to line managers but due to increase in wrongful termination andchallenges to disciplinary action it has become a significant corporate agenda. Senior managers have

realised that traditional discipline system is not the right way to manage human resource.

The drawbacks of traditional punitive approach:

For fostering discipline, the organisations enforce rules in the work force that turn out to be preventing self-discipline.

Traditional approach to discipline cannot produce employees who are committed to thecompanys goals, policies and rules.

Supervisors themselves suffer the pain that they cause to their employees.

Some supervisors follow the practice of using disciplinary action to build a case against anindividual in order to terminate him.

Workers who have been punished in the past do not feel the bound to give good performance.

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Nonpunitive System:

It involves 3 steps:

Oral reminder : Private meeting between the manager and the employee where in managerreminds him of his personal responsibility.

If problem persists then written reminder: The manager discusses the employees failure toabide by the agreement and together they come up with an action plan to achieve desired

performance. The company is in a position to terminate the employee.

Decision making leave : If the disciplinary discussions fail to produce the desired result, the employee isgranted a days paid leave to think over and decide whether to change and stay or to quit. Its a paid leaveto demonstrate that the company wants him to stay.

The final disciplinary step is suspension of the concerned employee to demonstrate the gravity of thesituation, gives him time to reflect and that way the company proves that it means business and the jobsare at risk. Its a paid suspension because otherwise if the employee returns back he could behave anti -organizationally.

The nonpunitive approach to discipline is important because it represents that the company cannot makecareer decision of an employee. The decision is vested in the employee.

Implementation of nonpunitive approach to discipline:

The organisation needs to develop a complete human resource system that integrates the

nonpunitive disciplinary method with all its other human resources programs. A major organizational effort is needed to have its philosophy and values aligned with thenonpunitive approach.

Formal policies and informal daily practices must be reviewed. Supervisors have to be trained in the new approach. Management must link the system with the existing human resource programs and policies such

as performance appraisal, attendance management, grievances and appeal procedures. The approach must be installed in an open, collaborative, and honest way.

The organizations that have adopted the nonpunitive approach to discipline have reduced absenteeism,dismissals, disciplinary actions, grievances and arbitrations significantly.

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Critique:

1) Contradicts Herzberg Motivation-Hygiene theory Herzbergs motivation -Hygiene theory emphasizes on negative KITA factor as motivator for

employees. Articles nonpunitive model contradicts this theory . Article suggests to implement anonpunitive approach while dealing with the employee who is involved in the act of misconductor undisciplined behavior. But it might not be as effective KITA in some cases.

2) Biased towards Organization The method portrayed in the article though acts as a chance for an employee to change his

behavior subtly, it acts as a method of preparing a strong case against the misbehaving employee before actual termination. So that chances of third party decision reversal or wrongful dischargesuit are reduced.

3) Fear of Punishment The article is based on the assumption that punishment such as suspension won't improve the

behavior of an employee. This in fact may not be the case. The fear of punishment rather thanactual punishment is more or less sufficient to direct the employee towards desired behavior.

4) Behavioral training Non punitive model explained in the article is built on the assumption of desired behavior from

employees. Examples given the article are from manufacturing sector or job floor where behavioral skills do not hold much importance and hence professional behavioral training isusually not provided to the employees. However after first reminder and warning, managersexpect sudden change in employees behavior to meet professional standards. Trainings andcounseling sessions can give effective results in such situation. But it is nowhere mentioned in thearticle.

5) Giving chances not always possibleArticle talks about giving few chances to employee before taking any further strict action againsthim. But in some cases where a small misconduct of an employee can lead to high decline in

productivity or quality of the product, it is not possible to give second chance. In some of thecases where in the work is critical and deadlines sacrosanct ignorance on the part of an employeemay cost huge amount of money to the firm. The article fails to differentiate between the degreeof impact each undisciplined behavior would have on the desired outcome .

6) Power and PoliticsThe influence of power and office politics on the behavior of an employee is not addressed in thearticle.

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7) Time FrameThe time frame is not clearly defined to differentiate between a first and the second misconduct.An employee may stop misbehaving after the first oral reminder but may behave in undesiredmanner after certain time limit. Dealing with such an employee through oral reminder or written

reminder in not defined clearly.

8) Procrastination of punishment Also if the employee behavior is not improving through the implementation of nonpunitivemethod, it only leads to the procrastination of punishment. Procrastinating punishment at timesmay prove to be costly for a organization.