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Discipline means getting obedience to rules and regulations of the organization. Discipline is absolutely essential for the smooth running of business. Fayol, stated that discipline is obedience, application, energy and outward mark of respect. According to Webster’s Dictionary, the word discipline has three meanings “First, its is the training that corrects moulds , strengthens or perfects individual behavior. Second, it is control gained by enforcing obedience. The third meaning, it is punishment or chastisement.

Definition of Discipline

According to Dr. 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 restrain an individual or a group from doing things which are deemed to be destructive of group objectives. It is also the exercise of restraint or the enforcement of penalties for the violation of group regulations.”

Thus discipline can be regarded as a force that requires employees to follow the rules and regulations of an organization considered vital for its efficient working.

In brief, discipline is an employee’s self control which motivates him to comply with the organization’s goals and objectives.

Discipline is not rules, regulations, or punishment. It is not compliance, obedience, or enforcement. It is not rigid, boring, or always doing the same thing.

Discipline is not something others do to you. It is something you do for yourself. You can receive instruction or guidance from one or many sources, but the source of discipline is not external. It is internal.

Discipline is not obedience to someone else’s standards to avoid punishment. It is learning and applying intentional standards to achieve meaningful objectives.

The Indian labour conference held in New Delhi in July 1957, discussed discipline in Indian Industries, and laid down certain principles governing it, these were

(a) It is a State – induced voluntary agreement between labour unions and management to abide by certain self-imposed rules of behavior in order to ensure that disputes do not arise ; and that , if they do, to promote and orderly settlement through negotiation , conciliation and voluntary arbitration.

(b) The Code enjoys upon the parties to accord due recognition to each other’s just rights and responsibilities.

(c) It enjoins upon the parties to refrain from taking any unilateral action in connection with any industrial matters ; to utilize the existing machinery for the settlement of disputes with the utmost expedition ; and to abjure strikes and lock-outs without notice and without first exploring all possible avenues of a settlement.

(d) It discourages litigation and lays emphasis on a mutual settlement of disputes through negotiation, conciliation and voluntary arbitration rather than through adjudication.

(e) It enjoins that neither party should resort to demonstration , intimidation , victimization , violence, coercion , discrimination , or interfere in union activities or with the normal work of employees , or indulge insubordination or wilful damage to property.

(f) The code requires the employers to recognize the majority union in their establishments or industries, and set up a well-defined and mutually agreed grievance redressal procedure. It requires workers not to adopt go-slow tactics , or indulge in stay in or sit-down strikes while they are on duty.

(g) It emphasizes that awards , decisions , agreements and settlements should be promptly and readily implemented ; and that any act which disturbs or impairs the cordial relations between employees and management , or which is contrary to the spirit of the Code , is carefully avoided.

(h) It directs employees and their trade unions to take appropriate action against their officers and members who indulge in activities which are contrary to the spirit and letter of the code.

The following steps should be taken care of while administrating a disciplinary action.

(a) Ascertaining the Statement of the Problem - First look into the violation of rule and the number of employees involved in the matter. Then ascertain the gravity of the violation and the conditions under which it occurred.

(b) Searching for the Underlying Facts – This calls for thorough examination of the case together the relevant facts.

(c) Deciding upon the Type of Penalty – The penalty or punishment should be such which discourages future reoccurrence of the offence or violation. But it should always relate to the gravity of the offence.

(d) Application of Penalty – The selected penalty may be imposed on the wrong doers and if the offence is not of a serious nature then it may be disposed off quickly.

(e) Follow-up on Disciplinary Action – Vigilant supervision of the person against whom a disciplinary action is taken should be done.

The model method for enforcement of discipline should have the four important characteristics of a red – hot – stove.

(i) Advance Warning – a red – hot stove tells us, “don’t touch me, you will suffer” Similarly a worker knows what is expected of him and what will be the result if he fails to live up to those expectations.

(ii) Immediate Effect - if one overlooks the advance warning and touches the stove, gets immediate result (fingers may suffer burns) likewise workers may get instantaneous effect on committing any act of indiscipline.

(iii) Consistency – every time we touch a red – hot stove we get the same result. Every time a worker commits the insufficient act , he should be penalized.

(iv) Impersonal Approach – red – hot stove functions uniformly for all, doing away with any favoritism. In the same way, management should not discriminate in imposing punishment on basis of caste, creed, colour, sex etc. It should guarantee the fundamental right to equality.

Thus these four characteristics should be kept in mind before administrating any disciplinary action.

(a) Fixation of Responsibility – the responsibility for sustaining discipline in the organization should be given to a responsible person, say personnel officer.

(b) Proper Framing & Communication of Rules – the rules and regulations should be cautiously and accurately formulated and published in employee handbooks.

(c) Rules and Regulations Should be Reasonable – the work standards set Should be attainable by the employees and the rules be modified at frequent intervals to suit the changing organizational circumstances.

(d) Equal Treatment – Rules and penalties should be applied equitably. Identical punishment should be granted for identical offences.

(e) Prompt Action – care should be taken to make sure that the penalty is imposed soon after the violation of a rule has occurred.

(f) Search for the Facts – before proceeding to take any action against an employee , provide him with sufficient time to present his side of the case i.e. What and why it Happened ….?

(g) Natural Justice – the punishment or penalty imposed on the indisciplined worker must satisfy the principle of natural justice. The punishment should always justify with the gravity of the offence.

The dialogue between the workers and managers in a work setting pave way to the emergence of the concept of discipline.

Negative Aspect - This aspect uses “fear” as a force to enforce discipline in the organization. If any employee or worker defies the rules and regulation strict punishment is levied on them. This is categorized as traditional concept of discipline.

Positive Discipline – Now a days the management of various organizations have adopted positive progressive outlook for disciplining the employees. With the ever increasing awareness among the workers concerning their rights and responsibility, it was required on the part of management to reconsider the negative approach of fear used by them so far.

Thus management emphasized on the concept of self – discipline. This approach of self control asserts on cooperative efforts of employees to abide by the rules of the organization. Thus positive aspect of discipline plays a much greater role in safeguarding industrial peace and prosperity.

Industrial Discipline should be based on certain just and fair principles to be accepted by the employees.

The basic Prerequisites or principles to be observed are:-

(i) The very objectives of industrial discipline should be clearly laid out

(ii) The code of conduct should be framed with consultation & collaboration of the workers or their representatives.

(iii) The code of conduct must be communicated to all concerned in the organization.

(iv) The rules and regulation concerning the discipline should understandable by all.

(v) The rules of conduct must able to settle the grievances if any arising during the period be of employment.

(vi) The approach of discipline policy should be preventive i.e. stress be laid on prevention of violation of discipline rather than on the administration of penalties.

(vii) The quantum of reprimand for each case of misconduct should be specified clearly in advance by publishing them in employee’s handbook.

(viii) The enforcement authority must be specified.

(ix) Discipline policy should not discriminate against the employees; it should be uniform for all employees without favoring any one worker or employee.

(x) A disciplinary committee in the advisory capacity be constituted to look into the matters of indiscipline and put forth the necessary suggestions.

The dialogue between the workers and managers in a work setting pave way to the emergence of the concept of discipline.

Aspects of Discipline

Negative Aspect - This aspect uses “fear” as a force to enforce discipline in the organization. If any employee or worker defies the rules and regulation strict punishment is levied on them. This is categorized as traditional concept of discipline.

Positive Discipline – Now a days the management of various organizations have adopted positive progressive outlook for disciplining the employees. With the ever increasing awareness among the workers concerning their rights and responsibility, it was required on the part of management to reconsider the negative approach of fear used by them so far.

Thus management emphasized on the concept of self – discipline. This approach of self control asserts on cooperative efforts of employees to abide by the rules of the organization. Thus positive aspect of discipline plays a much greater role in safeguarding industrial peace and prosperity.

The main characteristics of Discipline can be summed up as follows :

(i) To guarantee successful fulfilment of organizational goals it motivates workers to abide by the instructions issued by the management or superiors.

(ii) It is a negative approach in the sense that it discourages employees in under taking some activities while encouraging to undertake the few others.

(iii) On Violation or disobedience of organization rules it imposes fine or reprimand, therefore, it is also called as punitive or big stick approach.

Discipline acts as a cornerstone for the smooth functioning of any enterprise. Absence of discipline in any industry can create a great amount of commotion and confusion thereby decreasing its productivity. For any enterprise however big or small manpower is the most pivotal resource and thereby all efforts should be made to discipline them.

All steps should be taken to encourage mutual trust and confidence between the workers and the management which is indispensable to bring about needed discipline at the workplace.

Maintenance of discipline is a precondition for attaining the aims and purposes of the organization swiftly. Disciplined employers will assist in creation of pleasant industrial environment which will be beneficial for the industry and the nation both.

The aims and objectives of discipline are as follows:-

(i) For the achievement of organizational goals it tries to earn the willing approval of employees.

(ii) To introduce the component of uniformity and assurance despite the numerous difference despite the numerous differences in informal behaviour patterns in the organization.

(iii) For improving the quality of production by enhancing the morale and working efficiency of the employees.

(iv) To generate respect for human relations in the organization.

(v) To confer and seek direction and responsibility

Causes for Infringement of Discipline

The main reasons for breach of discipline in any organization may be stated under following heads

(I) Causes Related To the Worker

(a)Illiteracy and low intellectual level of workers.

(b)Workers personal problems like their fears, hope, aspirations etc. 166

(c)Inborn tendencies of workers to flout rules.

(II) Causes Related To the Socio – Cultural Factors -

(a)Misunderstanding and rivalry among workers.

(b)Discrimination based on caste, colour, sex, place in imposing penalties.

(III) Causes Related To the Work Environment –

(a)Bad working conditions.

(b)Defective supervision

(c) Non-placement of right person on the right job.

(IV) Causes Related To the Management Practices –

(a)Lack of clarity in rules & regulation as laid out by the top management.

(b)Faulty performance appraisal systems leading to favoritism thereby generating indiscipline.

(c) Absence of sympathetic and scientific management.