PAMANTASAN NG LUNGSOD NG MAYNILA

(University of the City of Manila)

College of Business and Management
General Luna Street corner Muralla Street
Intramuros, Manila, Philippines

Analysis on the Disciplinary Actions on the Job Performance of Employees

At SKECHERS Philippines

A Research Paper presented to the Faculty of the

College of Business and Management

In Partial Fulfilment for the Requirement in

The subject Business Research
For the Degree Bachelor of Science in Business Administration
Major in Human Resources and Operations Management

Presented by:
Larin, Margaret Nicole C.
Navia, Clyda Elleis A.
Oracion, Joy I.
Osorio, Cybill A.
Perez, Ma. Cheenee G.
Rimando, Jean Emmanuel R.
Roxas, Alexandra S.
Solon, Millicent P.
Tabion, Lovelyn M.

PAMANTASAN NG LUNGSOD NG MAYNILA

(University of the City of Manila)
College of Business and Management
General Luna Street corner Muralla Street
Intramuros, Manila, Philippines

APPROVAL SHEET
In partial fulfilment of the requirements for the degree of Bachelor of Science in Business
Administration, the thesis entitled Analysis on the Disciplinary Actions on the Job
Performance of Employees has been prepared and submitted by the undersigned,
which are hereby recommended for the oral examination.
Larin, Margaret Nicole C.
R
Navia, Clyda Elleis A.
Oracion, Joy I.
Osorio, Cybill A.
Perez, Ma. Cheenee G.
_

Rimando, Jean Emmanuel

Roxas, Alexandra S.
Tabion, Lovelyn M.
Solon, Millicent P.

____________
Date

__________
_______
DR. MARIVIC F.FLORES
Adviser

Approved by the tribunal at the oral examination with a grade of

_

____________
PROF. BERNARD LETRERO
Panelist

__________
_______
PROF. ELOISA MACALINAO
Panelist

___________
_________
PROF. ANGELITA C. SERRANO
Panelist
Accepted as a partial fulfilment of the requirements for the degree of Bachelor of Science
in Business Administration, Major in Human Resource and Operations Management.
__

____________

DR.
SONIA F. MANLANGIT

CBM Dean

Acknowledgement

This Business Research would not be possible without the help of several people.
We would like to express our appreciation to all the people who supported us in this
Endeavour.
Special Thanks are due to the following that in their own way have contributed to
the completion of this study.
To Ms. Myra Lozanes, Human Resource Administration Manager of SKECHERS
Philippines, for giving us time and necessary information.
SKECHERS Philippines, for allowing us to conduct our research and opportunity
to formulate this business research.
Prof. Bernard Letrero, Prof. Angelita Serrano and Prof. Eloisa Macalinao, our
paneslists, for accepting the offer for being our panellist on the date of our oral defense.
Dr. Marivic F. Flores, our professor and advisor, who patiently helped us all
throughout the course of study.
Our beloved parents for trusting and loving us especially in supporting this major
project.
And of course, to our Almighty God who never fails to love, guide, and bestow his
grace upon us in fulfilling all of this.
TO GOD BE THE GLORY!

CHAPTER I
PROBLEM AND ITS BACKGROUND

Introduction
In every organization, employees are expected to act and behave in a respectful
manner and perform their duties as expected. Their behaviour and performance are the
main factors that contributes to the achievement of the companys goal. It is the
supervisors role to communicate the performance and duties expectations, provide
support and, act on their employees behaviour in an appropriate manner. As the
employer, the supervisor need to see that their employees are following the company
policies and rules to maintain the harmonious employer-employee relationship. They do
this by coaching, mentoring and trainings. If those methods didnt work out then,
disciplinary actions are imposed.
According to the business dictionary, employee discipline is defined as
the regulations or conditions that are imposed on employees by management in order to
either correct or prevent behaviors that are detrimental to an organization. The purpose
of employee discipline is not to embarrass or degrade an employee. The purpose is to
ensure that an employee performs in a manner that is deemed acceptable by the
organization.
Discipline in the workplace is a necessity for an organization to prosper according
to Henry Fayol. Without it, an organization would certainly fail. He believed that
employee discipline should be handled in a fair and just manner and should apply equally

to everyone. It is an important factor in the workplace because it acts as a guide towards

successful businesses.
However, employee discipline does not always lead to success. Its success
depends on the ones who are imposing them and how their workers react to it. Some
workers may act negatively on the disciplinary actions imposed to them. They may
respond to it rebelliously and cause more harm. On another light, they may react
positively to it and try to improve their job performance. And for some people, they may
not see it as a factor that leads to better performance. That is why it is necessary to study
the impact of disciplinary actions to the job performance of the employees. It is an issue
that should not be ignored. When it was properly administered will not only reduce and
avoid future problems but also benefits the company in many ways.

Historical Background
Compared with many of its competing brands, SKECHERS is a relative
newcomer to the casual athletic shoe scene, making its debut in the early 1990s.
Headquartered in the Los Angeles area, the brand is known for its brash style and
unabashed flirtation with celebrity culture, courting not just athletes but musicians, actors
and reality-TV stars to design and advertise SKECHERS products. In less than three
decades, it has risen to be one of the top five sports footwear brands in the world, as
noted by "Forbes.

SKECHERS was founded in 1992 by Robert Greenberg, who had previously

helmed the popular shoe brand L.A. Gear. Greenberg hired his son, Michael, as president.
Originally, the company called SKECHERS was intended to act as a U.S. distributor for
Doc Martens boots. Robert Greenberg started designing and marketing men's casual
athletic shoes to appeal to a young, urban demographic, much as L.A. Gear had appealed
to a young, urban women's market. The breakout success was 1993's "Chrome Dome"
shoe, an androgynous, pre-scuffed model that was soon picked up by major chains such
as Nordstrom.

After Chrome Dome became a hit, SKECHERS began to ride a wave of

successes. Soon it was positioned to challenge athletic-wear giants such as Nike and
Reebok for a slice of their business. SKECHERS chose not to emphasize the performance
aspects of its athletic shoes, but rather their streetwise style. This paralleled the rise of
athletic shoes as street-wear in general throughout the late 1990s.

In 1995, SKECHERS was launched in ASAP, a sunday noontime show in the

Philippines. By 1999, SKECHERS went public. Although the stock was slow to warm up
for investors through the first year, by 2000 the stock began to rise steadily and maintain
its growth through the next decade and beyond. Investors started calling SKECHERS a
"strong buy." In 2014, "Forbes" magazine called SKECHERS "the hottest major brand in
the U.S." after it officially became the fifth largest sneaker company in the world in terms
of market share. It currently has 155 stores and counting nationwide.

Statement of the Problem:

The study entitled Analysis on the Disciplinary Actions on the Job Performance of
Employees of SKECHERS Philippines for the year 2015. Specifically, it seeks to find
answers on the following questions:
1. Who is responsible in deciding or implementing disciplinary actions in the
company?
2. What kind of disciplinary approach does the SKECHERS Philippines employ?
3. What are the acts that require different forms of disciplinary actions?
4. What are the corresponding disciplinary actions enforced upon the commission of
the following acts:
a. Tardiness
b. Dishonesty
c. Substandard performance
d. Absence Without Leave (AWOL)
5. What are employees perceptions on the disciplinary actions given to them?
6. What are the effects of discipline on employees job performance?
7. How do employees evaluate the disciplinary actions imposed on them?

Statement of the Objectives:

The study on the assessment of disciplinary actions of employees at SKECHERS
Philippines seeks to fulfil the following objectives:
1. To identify who is responsible for the implementation of disciplinary actions in
the SKECHERS Philippines

2. To determine the type of disciplinary approach employed by the SKECHERS

Philippines
3. To identify the acts that require different forms of disciplinary actions in the
SKECHERS Philippines
4. To find out the corresponding disciplinary actions enforced upon the commission
of tardiness, dishonesty, substandard performance and absence without leave
(AWOL) by the SKECHERS Philippines employees.
5. To discover the SKECHERS Philippines employees perceptions on the
disciplinary actions given to them.
6. To identify the effects of effects of discipline on SKECHERS Philippines
employees job performance
7. To determine how the SKECHERS Philippines employees evaluate the
disciplinary actions imposed to them.

HYPOTHESES
The following are the hypothesis in conducting the study:
1. Disciplinary actions have no implication on the outcome of employees job
performance.
2. Approach in Disciplinary actions utilized by the management has no significant
effect on the employees job performance.
THEORETICAL/CONCEPTUAL FRAMEWORK

INPUT

PROCESS

OUTPUT

Capable
Supervisor
Ample
Administrative
Reinforcement
Tactics
procedures in
appealing
personnel

Instructional
database in
Penalizing Act
Coordination
on enterprise
guidelines to
the workers

Fulfillment of
the efficiency
and effectivity
of the
operative's
work routine

Figure 1 Research Paradigm on the Disciplinary Actions on the Job Performance of

Employees at SKECHERS Philippines

The diagram displays that the completion of the success of the operatives work
presentation is grounded on the placement of the administration on corporation
procedures as well as the instructional platforms relating to corrective activities
particularly to the workers. An eligible superintendent who had satisfactory
administrative supervision and who services tactics and ways in an appealing body
completes it.
Supervisors usually adapt different theories of leadership style to manage their
employees. These theories pertaining to capable supervisors have already evolved since
the turn of 20th century. Companies originally believed workers were lazy and needed to
be coerced into performing better, according to Richard L. Daft (1997).

Organizations later believed that cohesiveness with workers was the optimal
management style in the 1970s. American companies espoused the theory of
collaboration as the basis for successful supervision.
Reinforcement is the process of sharing behaviour by controlling the
consequences of the behaviour. The behavioural theories of learning and motivation focus
on the effect that the consequences of past behaviour have on the future behaviour. B.F.
Skinner was a key contributor to the development of modern ideas about reinforcement
theory. Skinner argued that the internal needs and drives of individuals can be ignored
because people learn to exhibit certain behaviours based on what happens to them as a
result of their behaviour.
According to Spitzberg and Manusos (2006) attribution theory of leadership has
been utilized to provide insight into variety of supervisory decision making situations
including disciplinary decisions (research based on Rosen and Jerdee, 1974). This theory
hypothesizes that as a supervisor perceives an unwanted outcome to be caused by some
characteristic of the subordinate. The greater the perception of responsibility, the greater
the likelihood of punitive behaviour on the part of the supervisor (Gibson et al., 1991)
Successful supervisors also know to keep their individual department goals in line
with the company objectives. However, the most effective supervisors also stay on track
of their companies goal. These supervisors also apprise their workers why projects are
being done. That way their employees are also working effectively and efficiently toward
company goals.

The Significance of the Study

This study will be beneficial to the Management of the SKECHERS Philippines
in evaluating their employees for appropriate disciplinary actions on job performance,
which can have a concrete effect to the Management. With this, they will have a
cognizable point of view on employees job performance being administered by the
Management. This study may also serve their reference in formulating their assessment
procedures.
The employees in SKECHERS Philippines, as the respondents of this study, will
have an opportunity to voice out their aspect on the evaluation given to them. They will
have a better understanding of the analysis of disciplinary actions on job performance.
The students of Human Resource and Operations Management may have
appropriate information of implementing the disciplinary actions. This will also picture
out the actual realm on job performance in evaluating the employees. The proposed
implications of the findings may be used by other researcher/s for further reference of
same topic as the analysis of disciplinary actions on job performance.

Scope and Limitation of the Study

This research is conducted to investigate the analysis of disciplinary actions of
employees at SKECHERS Philippines for the year 2015. Currently, SKECHERS
Philippines have a total of 123 employees, the researchers used Stratified Random
sampling method to the total population. Questionnaires are distributed to 18
departments. This includes the Human Resource Department, Store Planning Department,

Marketing Department, Creative Department, Management Information Systems

Department, Retail Department, Audit Department, Concession Department, Accounting
Department (Cash Department, Tax Department, Accounts Record Department and
Payables Department), SKECHERS Time Department; Import and Merchandise
Department, SKECHERS Apparel Department, SKECHERS Shoes: Import and
Merchandise Department and Warehouse Department.
The key points considered into this investigation are the persons involve in
implementing disciplinary actions in the firm, the kinds of disciplinary approaches used,
the perceptions and effects to the job performance of employees of disciplinary
approaches used. The study was conducted first semester of the Academic Year 20151016. The limitation of the study is that the statistics would not as precise due to certain
factors of different perceptions made by respondents is out of the control by the
researchers.

Definition of Terms

Admonition a gentle or friendly reproof, warning or reminder; or counseling

against a fault, error and oversight.

Bawl-out to reprimand loudly or severely as a disciplinary action should be
avoided because when done in the presence of others, it generates a feeling of

resentment on the employees.

Behavior -a response of an individual or group to an action, environment,

person, or stimulus.
Company policies a program of actions adopted by an individual, group, or
government, or set of principles being implemented.

Counseling help with personal problems or psychological matters usually

given by a professional.
Demotion a reduction in rank, status, or position of somebody or something
Disciplinary actions- relating to enforcement and punishment: relating to the

enforcing of rules and punishing of people who break them.

Discipline- the practice or methods of ensuring that people obey rules by
teaching them how to do so: behave in controlled and calm way even in a
difficult or stressful situation. A process of controlling one's behavior and

actions, either through self-motivation or through teaching and punishment.

Dishonesty the use of lies or deceit, or the tendency to be deceitful
Dismissal the removal of somebody from employment
Duty- ethical, legal, or moral accountability, owed always or for a certain
period, specially to someone who has a corresponding right to demand

satisfaction of an obligation
Employees- an individual who works part-time or full-time under a contract
of employment, whether oral or written, express or implied, and has

recognized rights and duties. Also called worker.

Job Performance- the work related activities expected of an employee and
how well those activities were executed. Many business personnel directors
assess the job performance of each employee on an annual or quarterly basis

in order to help them identify suggested areas for improvement.

Management- consists of the interlocking functions of creating corporate
policy and organizing, planning, controlling, and directing an organization's

resources in order to achieve the objectives of that policy.

Prerogatives-special executive powers, privileges, and rights vested in the
holder of an office, or acquired by a person by virtue of age, relationship, sex,
or being what he or she is.

Policy-a definite course or method of action selected from among alternatives

and in light of given conditions to guide and determine present and future

decisions
Punishment-a penalty that is imposed on somebody who for wrongdoing
Responsibility- a duty or obligation to satisfactorily perform or complete a
task (assigned by someone, or created by one's own promise or circumstances)

that one must fulfill, and which has a consequent penalty for failure.
Regulations- the act of regulating or the state of being regulated. A principle,
rule, or law designed to control or govern conduct. A governmental order
having the force of law. The capacity of an embryo to continue normal

development following injury to or alteration of a structure.

Sanctions- penalty or punitive action imposed for failure to comply with a

court order, law, or regulation

Supervisors somebody whose job is to oversee and guide the work or

activities of a group of other people

Suspension the temporary removal of somebody from a team, position,

school, or organization, especially as punishment

Tardiness late: later than the expected or usual time
Warning or Reprimand given to stress the seriousness of the employees
disregard for rules and other organizational requirements

CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES

The review of related literature specified in this study facilitated the purpose to
where we can explore or explain the assessment of disciplinary actions on job
performance as perceived by the employees of the SKECHERS Philippines. Similar and
related studies were noted to help show that the disciplinary actions is a subject that
needs to be undertaken and is very important in order to gain competitive advantage.

General Concepts, Principles and Theories Related to the Study

Discipline in the workplace was a necessity for an organization to prosper. The purpose

of disciplinary action is to encourage employees to behave sensibly at work, where being

sensible is defined as adhering to rules and regulation. Workplace discipline when it was
properly administered will not only reduce and avoid future problems but also benefits
the company in so many ways.

Local Literature
Discipline means behaving in a right and desired manner. It connotes orderly and
acceptable behavior by the members of the organization. Since employees came from
different environment, background, culture and experience with their own different norm
and values. This pertains of the factors that lead to the employee which violated a certain

rules over the company policy. Hence if they behave differently the organizational
objective will be far beyond from target of achievement.
Employee discipline is conducted to promote self-control, dedication and orderly
conduct. It is a way to realign the behavior that affects the performance of the employees.
Disciplinary action should be done reasonably through observing the principle of a good
Human Relations. The Management is authorized to give sanctions to the employee who
violates a certain rules. This must be in an appropriate manner accordingly with company
policy as well as the Labor Code of the Philippines. That provides a merited law.
In business enterprise, discipline is needed to achieve the objectives of the
organization. Management has a primary function of keeping enterprise going on a
profitable basis and to do this, it needs a work force that can be brought under reasonable
control to attain the firms objectives. Disciplining employees by means of warning or
reprimand, layoff, transfer or discharge are control measures by which management
maintain its authority to protect its interests and those of the employees. But like any
right, there are certain limitations to these prerogatives as specified in the Labor Code
and what prudence dictates. (Sison, Perfecto S. Personnel and Human Resource
Management. 8th edition pages 329-330)
Nowadays, there are certain issue that should be solve. One reason is that the
Management itself sometimes give the penalty with personal involvement. This shouldnt
happen. Of course in business world, the management and the people itself should be the
role model of organizational ethics. Second, some employee is not taking seriously the
rules and regulations regarding the company policy. Which really the vivid face of our

generation today when it comes to job. Third, employer sometimes gives an inappropriate
sanctions to the employee.
With these, situations the organization cannot achieve its goal. Because it affects
the effectiveness of the employee and the Management. Which another aspect of the
discipline concerns performance on the job.
In most cases, the purpose of discipline is to instruct and correct rather than to
punish. It is your responsibility as a supervisor to explain to the employee those areas in
which he or she is expected to improve, to make suggestions about how to improve, and
to allow time for the employee to make improvements.

Points to consider before deciding a disciplinary actions. Certain questions must be

answered:
1.) How serious the offense
2.) How much trouble has been caused?
3.) Are there others involved?
4.) Does it affect other employee regards to the offense has made?
5.) What are its consequences?
6.) Is the contemplated penalty reasonable under the circumstances?

The effectiveness of a disciplinary maybe tested by checking whether or not the action
taken has improved the morale of the. (Sison, Perfect S.8TH edition Personnel and Human
Resource Management.)

The supervisor should take corrective disciplinary action to eliminate or minimize poor
performance of an employee and reactive action, will probably differ from another in the
nature, facts, and individuals involved. The immediate supervisor is responsible for
maintaining discipline and morale among the employees he supervises and for initiating
appropriate disciplinary action where the facts warrant such action. It is an important
responsibility requiring impartiality, good judgment, and courage.
The Personnel Department assists and advises supervisors and line executives in
taking appropriate disciplinary actions. Although discipline is primarily the responsibility
of line supervisors, the personnel manager should always be ready to assist them in
taking disciplinary action. The personnel manager should know the legal provisions and
court decision affecting disciplinary action and for this purpose, he should not hesitate to
consult the companys legal counsel in case of doubt. (Sison, Perfecto S. Personnel and
Human Resource Management 1991)

Foreign Literature
Discipline really affects the organization in such a way that it influences
employees on how it will respond or react on the rules and regulations that was
implemented by the organization. Almost all the organizations know how important the
manpower is in achieving goals towards success. Businesses want their employees to
perform well in their jobs and of course to make those employees work for them for a
long period of time. Discipline, if not properly implemented will affect the job
performance and organizational commitment of employees towards the organization. On
other hand, when discipline was properly implemented fairly in the organization it will

have a good job performance results and of course will make employees to have
organizational commitment.
Job performance is defined as the value of the set of employee behaviors that
contribute, either positively or negatively, to organizational goal accomplishment.
Employees who are good performers engage in specific behaviors that create positive
value for the firm. Employees who are bad performers engage in specific behaviors that
hinder organizational goal accomplishment. Organizational commitment is defined as the
desire on the part of the employee to remain a member of the organization. Employees
who are committed to their organization improve the organizations retention because
the stay around for the long term. Employees who are not committed are more likely to
turn over voluntarily quitting their job and ending their membership with the
organization. (Colquitt, Jason A. Organizational Behavior: Essentials for Improving
Performance and Commitment. 2010 pp. 25)
People who are responsible or vested with authority

in monitoring and

implementing rules and regulations towards employees discipline must be able to know
how will they imposed it to each of their employees that will establish a good employeremployee relationship. Job performance and organizational commitment are one of the
results of disciplinary actions of an organization so this aspect must be really given
importance.
Job performance generally fit into three broad categories. Two categories are task
performance and citizenship behavior, both of which contribute positively to the
organization. The third category is counterproductive behavior which contributes
negatively to the organization. Task performance includes employee behaviors that are

directly involved in the transformation of organizational resources into the goods and
services that the organization produces. It is the tasks, duties, and responsibilities that are
a core part of a job. One way of categorizing task performance is to consider the extent to
which the context of the job is routine or changing. Routine task performance involves
well-known responses to demands that occur in a normal, routine, or otherwise
predictable way. In contrast, adaptive task performance, or more commonly
adaptability, involves employee responses to task demands that are novel, unusual, or,
at the very least, unpredictable. (Colquitt, Jason A. Organizational Behavior: Essentials
for Improving Performance and Commitment. 2010 pp. 25-26)
Whether the task is routine or adaptive performance, employees will be
productive if the disciplinary actions were properly absorbed by employees and if they
are committed to the organizational goals and objectives. Discipline must be properly
imposed so that it results to positive behaviors of employees, behaviors that involve
adaptability.
Behaviors involved in adaptability include the following:

Handling emergencies or crisis situation

Handling work stress
Solving problems creatively
Dealing with uncertain and unpredictable work situation
Learning work tasks, technologies, and work situations
Demonstrating interpersonal adaptability

(Colquitt, Jason A. Organizational Behavior: Essentials for Improving Performance and

Commitment. 2010 pp. 27)

Those positive behaviors of employees will affect the productivity of the

organization and will be a way to establish a good working environment in a workplace.
Discipline is aspects that will sure influence that will results behaviors involved in
adaptability.
Employees have different reasons while they stay longer in an organization or
why they are not. It may involve emotional reasons such as they had established a good
relationship towards their co-workers or their employer, high compensation they are
getting, enjoyment on their job duties and of course the atmosphere or culture of the
company which includes on how they discipline their employees and other certain rules
and policies that was fairly implemented and is reasonable enough to establish a good
working environment.
There are three types of organizational Commitment, these are affective,
continuance and normative. Affective commitment is defined as a desire to remain a
member of an organization due to an emotional attachment to, and involvement with, that
organization. Put simply, you stay because you want to. Some are cost based reasons for
staying, which create continuance commitment which is defined as a desire to remain a
member of an organization because of awareness of the cost associated with leaving it.
Another is normative commitment which defined as a desire to remain a member of an
organization due to a feeling of obligation. (Colquitt, Jason A. Organizational Behavior:
Essentials for Improving Performance and Commitment. 2010 pp. 34-35)
Those types of commitment are significant in order for the organization to
established or create a workforce that will add to the organizational strength. The
disciplinary actions must be properly introduce and implement those rules and

regulations in order to make employees stay longer and serve the organization. Also, they
will be productive enough to their duties and responsibilities as a part of the company.
Both the actions of organization and employees towards disciplinary actions is
essential in order to promote positive job performance and organizational commitment.
Employee discipline is an employees actions against an employee for infraction of
company policy or rules. An employee may also be disciplined for misconduct that
adversely affects the efficiency of the organization. Employees may also exhibit problems
with their performance that may stem from the lack of knowledge, skills or ability (KSA)
to successfully perform the duties of their position. (Corpuz, Crispina R., Human
Resource Management, 2013) Managers, supervisors and department heads are usually
responsible for imposing discipline to its employees. They have the power to control their
people based on certain guidelines that is available and the disciplinary action as a
counterpart of it.
Disciplinary action is the most appropriate avenue in which to address misconduct
directly related to the performance of assigned duties. The overall objective of
disciplinary action is to remedy a problem and to help employees achieve success in the
work. (Corpuz, Crispina R., Human Resource Management, 2013)
Focusing on performance appraisal is a tool for disciplinary action. It is method of
evaluating providing feedback on where and how the employee meets work expectations
over a given period of time. This evaluation is arrived at through observation of work
methods and/or work results based on predetermined performance standards or
established goals. (Sison, Perfecto, 2003)

Through performance appraisal, the employee-employer relationship will develop

more. The inputs of the superiors whether positive or negative may help to improve their
outputs.
Management by Objectives (MBO) is one method of performance appraisal it was
introduced by Peter Drucker in the early 1950s and further improved by George S.
Ordiorne, John Humble and others. (Sison, Perfecto, 2003)
According to George Ordiorne it is the process whereby the superior and
subordinate managers of an enterprise jointly identify, their goals, define each individuals
major area of responsibility in terms of the results expected, and use this measures as
guides for operating the unit and assessing the contribution of each of its members.
(Sison, Perfecto, 2003)
MBO consists of four steps: goal setting, action planning, self-control and
periodic reviews. In goal setting the individual objectives are set based on the
organizations overall objectives. These goals are agreed upon and then become the
standards by which the employees results will be evaluated. In action planning, realistic
plans are developed to attain the objectives. Self-control refers to the systematic
monitoring and measuring of performance. Periodic reviews are the means used to
determine whether there is a need for corrective action. (Medina, Roberto G., Human
Behavior in Organization, 2011)
Supervisors as Disciplinarian
As new approaches to business are applied, new responsibilities of supervisor
emerged. Supervisors are responsible for activities for the development of their

subordinates. A supervisor must understand the daily challenges the company is facing
every day to be effective and efficient.
Supervisors are expected to maintain discipline within their staff for several reasons.
Enforcing discipline keeps employees focused on productive job activities and maintains
a level playing field for all employees. It prevents any individual employees from
performing prohibited activities while the others try to abide by the rules. This applies to
rules set forth in the company handbook as well as for departmental rules established by
the supervisor. (George N. Root III, 2014)
Discipline is an essential management tool necessary for the proper function and
good order of any organization. Without it, failure is a certainty.
Although it is thought of as punishment or penalty, discipline actually should consist of
instructing, training, or teaching. Its main purposes are to facilitate coordination of effort,
develop self-control and character, and foster orderliness and efficiency. One of the
primary measures of the level of discipline within the police force is the orderliness with
which it operates. The degree of this orderliness is directly related to the conduct of the
employees, which, in turn, is largely dependent upon how well the supervisor performs
his duties. (Lt. Peter J. Pranzo, Ret., 1999)
There are two approaches in Discipline
1. Positive Discipline:
This is also called self-imposed discipline. It involves creation of an atmosphere
in the organization through rewards, appreciation, incentive payment, promotion,

constructive support etc. to motivate employees to work willingly to accomplish the set
goals.
Positive discipline emphasizes the concept of self-discipline or self-control. Thus,
it reduces the need for personal supervision to make employees conform to organizational
rules, regulations, procedures and standards.
According to William R. Spriegel, Positive discipline does not replace reason but
applies reason to the achievement of a common objective. Positive discipline does not
restrict the individual but enables him to have a greater freedom in that he enjoys a
greater degree of self-expression in striving to achieve the group objective, which he
identifies as his own.
Evidences suggest that self-disciplined person tends to be a better worker than one
who is not. Self- discipline, when developed from within, leads to building up morale and
esprit de corps that is the desideratum of the time to run organizations successfully.
2. Negative Discipline:
It is also called enforced discipline. In case of negative discipline, employees are
forced to obey orders and abide by rules and regulations that have been laid down, failing
which penalties and punishment would be imposed on them. Thus, punitive or coercive
discipline is engaged to ensure that employees do not violate rules and regulations
formed by the organization.

In other words, the purpose of negative discipline is to scare and create fear other
employees and to ensure that they do not indulge in undesirable behaviour. It is worth
mentioning here that negative discipline cannot eliminate the undesirable behaviour of
the employees, but can merely suppress it.
Punishment is not pleasant. It causes resentment and hostility on the part of
employees. That is why this kind of discipline results in only the minimum standards of
performance on the part of employees. This is precisely the reason why it is rarely used in
the organizations.
Because punitive discipline leads to resentment, it needs to be exercised in a
progressive, sequential and chronological manner. A progressive system of discipline
generally contains five steps, viz., an oral reprimand, a written reprimand, a second
written warning, temporary suspension and dismissal or discharge. (Smriti Chand, 2015)

Local Studies
In a study of Human Resource Management of Peti Trading Inc. made by Aquino
et al. indicates that the management brings employees behavior under control. The
company takes disciplinary action professionally but the consistency of the company in
its administration of disciplinary action is uncertain. This statement imparts us that the
Management of a certain firm must control the behaviors of its employees. Also the
company must take every disciplinary action professionally which means it should be

right, fair and lawful, and a company must exercise a strong administration of these
actions.

Foreign Studies
Douglas McGregor is an American social psychologist who conducted a study
called The Hot Stove Rule. The study gives good illustration on how to give
disciplinary action effectively. This rule draws resemblance between touching a hot stove
and giving discipline. When a person touches a hot stove, that person gets burned
instantly; its the same with giving a disciplinary action, when a person violates a rule,
the response is immediate, impersonal, with forewarning and continuous.
According to McGregor, the four principles of Hot Stove Rule are as follows:

Immediacy

Characteristic: If you touch a hot stove, it burns you instantly.

Implication: Disciplinary action should take place immediately after the deed is done; not
sometime after.

Forewarning

Characteristic: Before you actually touch a hot stove, you feel the heat it emits,
therefore, you are warned that it is hot and you will get burned if you touch it.
Implication: The consequences of an action should be known by everyone in the
workforce so they know what not to do.

Impersonal

Characteristic: When a person gets burned by a stove, the reason he was burned was
because he touched it, not because of who he is.
Implication: Disciplinary action should be carried out based upon the act and behavior of
the person, not his personality nor his position.

Constant

Characteristic: Whenever a person touches a hot stove repeatedly, he also gets burned
repeatedly.
Implication: Disciplinary actions should be continuous without fail.
The guidelines above, given by McGregor, are to help managers and supervisors in their
job regarding giving out disciplinary action. (Rodgers, Chris, 2008)

Perhaps the most pleasant task for supervisors and managers is the task of
disciplining an employee. As managers we need to impose just actions to our employees
but many managers have this common misconception that discipline has to do with
punishment. Actually, it doesn't. Discipline pertains to improving employee performance
through a process of assisting the employee to learn so he or she can perform more
effectively and efficiently.
Robert Bacal is a noted author, keynote speaker, and management consultant. His
Five Sins of Discipline study is concern about the common errors managers commit in

disciplining and helping managers to formulate an approach to discipline based on sound

principles.
Error #1: Discipline as Punishment
Perhaps one of the most prevalent errors is based on the idea that discipline is
punishment. The manager that perceives discipline as a punishment process tends to
apply negative sanctions, expecting that those negative sanctions will have some sort of
positive effect.
Unfortunately, the use of negative sanctions brings about unpredictable outcomes.
In rare cases, they may work, because of the fear factor. In other cases, they have it may
not work, and can contribute to disharmony in the manager-employee relationship.
Negative sanctions will only succeed when:

Employee values what is taken away or fears what is threatened.

Employee sees the sanction as fair, and consistent with the "offense".

Employee acknowledges and respects the right of the manager to impose the
sanction.

Unless these three elements are in place, employees respond to punishment with
resentment, and counter-attacking, either covertly or overtly.

What is the alternative perspective? The alternative perspective is to consider

discipline in its original sense, as an opportunity for the employee to learn. Discipline, in

this approach focuses on what the employee must learn in order to bring his/her behavior
in line with the needs and expectations of the organization.
Discipline, even in a learning sense, must, at times have "teeth". It just isn't ONLY
teeth. This means that when we are being disciplined, it must be embedded within
ourselves.
Error #2: Discipline as An I-You Confrontation
A second error is that some managers see discipline as something done TO an
employee, not something done with an employee.
Discipline needs to be a "we process". As managers we should consider discipline
as requiring you and the staff member to work together to solve a problem. The
fundamental task, when possible, is to create a situation which encourages the staff
member to work with you to identify causes of problematic behavior, and to take action
to correct those problems.
Error #3: Too Late, Too Late
It's probably safe to say that managers do not go hunting for disciplinary problems.
Lord knows, you have enough other things to do to look for trouble. Sometimes, though
managers are TOO slow to respond to an emerging issue or problem. There are a number
of reasons for this:

Tendency to see an emerging problem not worth addressing.

desire to have harmony

perception that discipline is a cause of disharmony

simple dread

The reason why delay is problematic is that it sends a message that undesirable
behavior will be accepted or even not noticed. Second, delay can have an adverse effect
on the manager later, if the problem increases in frequency and intensity so it cannot be
ignored. When a problem is allowed to grow, the manager often will develop an
emotional set towards the employee that makes constructive interaction difficult. To be
blunt...managers get pissed off, at repeated "offenses" even if the manager has done
nothing to stop them.
It is very important that inappropriate behavior or actions in the workplace be, at
minimum, noted, and the fact communicated with the staff member, right at the first
occurrence. This need not be a lengthy difficult discussion, particularly if the event is
relatively minor. The really lengthy, unpleasant discussion tend to occur as a result of not
addressing problems early on.
Error #4: A Non-Progressive Approach
Related to the previous point (Error #3) is the issue of progressiveness, or lack of
it. Progressive discipline starts with the least possible use of power and disciplinary
action, and over time, will involve stronger actions, if the situation continues.

Managers who delay disciplinary action tend to wait until action must be taken,
when the situation has become so severe that it must be addressed immediately. Often the
manager feels the need to apply harsh sanctions, because, perhaps the inappropriate
behavior has become more extreme.
Non-progressive measures (harsh initial action), when applied to a long time, but
not addressed problem, often seem too harsh by the employee, and on occasion, by their
co-workers.
A key here is to start with least forceful action as early as possible, unless of
course the offense is so severe that it requires immediate harsh action.
Error #5: Missing Root Causes
It is understandable when beleaguered and frustrated managers/supervisors "lay
down the law" to a problem employee. In some cases, a problem employee may require
this kind of approach particularly if they have the skills to do what is desired, but have
not been applying the skills for one reason or another, related to motivation. But in many
situations, exhortation, threats, or an offer of positive rewards may have little effect on
behavior, simply because they do not address the root causes of the problem, and leave
the employee "on their own" to figure out a solution.
Sometimes an employee is not succeeding because they lack the skills (even if
they are not aware of the skill deficit). Sometimes an employee is not succeeding because
they have underlying personal or psychological problems. And, sometimes an employee

is not succeeding because the system in which s/he works is not set up to engineer
success.
Without knowing the root causes underlying a performance problem it will be
difficult to work with an employee to improve that performance.

Synthesis of the Study

CHAPTER III
RESEARCH METHODOLOGY
This chapter dealt with the methods of research including Research Locale,
Description of the Subjects, Population Frame and Sampling Scheme, Data Gathering
Procedures and Statistical Treatment of Data:

Research Design
The researchers applied descriptive method of research. This approach is a fact-finding
study with sufficient and definite interpretation. Descriptive Research characterizes the
conditions, practices, and situation or any phenomena of what has to be studied. It
authorizes the researchers to construe data that they have obtained from contrasting
sources. Aside from that, this will permit the researchers to determine the organizations
strengths and weaknesses, postulate a precise and extensive analysis of it, and probably
come up with a recommendation that will help to strengthen the company being studied
and boost the knowledge of the readers.

Research Locale
The study was conducted at SKECHERS Philippines at 2801A 28 th floor, East
Tower, Philippine Stock Exchange Centre, Ortigas, Pasig City.

Description of the Subject

The respondents for this research included all the rank and file employees based
on SKECHERS Philippines, Pasig. Since there are one hundred and twenty-three (123)
regular employees in the area, the Slovins formula was used to get the sample size and
the arrived answer was 94 respondents to answer the survey. The table below presented a
record of the number of the employees in their corresponding department.

Department
Accounting
Accounts Record
Cash
Payables
Tax
Audit
Concession
Creative
Human Resource
SKECHERS Shoes: Import

Number of Employees
3
5
8
4
4
12
16
5
10
2

and Merchandise
Management Information

System
Marketing
Retail
SKECHERS Apparel
SKECHERS Time
Import and Merchandise
Store and Planning
Warehouse
TOTAL

7
11
2
5
2
6
15
123

Not all the employees in the area were respondents for the study thus a percentage
of them are used. They were the ones who were being evaluated and who were given
disciplinary sanctions by their supervisors and Human Resource Departments. They are
in the best position to furnish the information needed to answer the research question.

Population Frame and Sampling Scheme

The researchers used stratified random sampling wherein the respondents are
selected randomly from different department of the company under study. After

stratification, the pure random sampling will be utilizing the actual selection of the
respondents. The respondents are selected using the following steps:
STEP 1: the population is 123
STEP 2: the margin of error to be used is fifty
STEP 3: using the Slovins formula

Wherein:

n = the size of the sample

N = the size of the population
e = the margin of error

123
= 1+123(0.05)
123
=
=

1+123(0.0025)
123
1+0.3075

= 94.07
=

94 respondents

The company only allowed 94 to be part of the respondents

STEP 4: the 94 copies of the questionnaire are distributed to the eighteen departments.

To know the number of respondents per department, the researchers got the population of
each department we used the formula:

No. of respondents per department = Population per department x Sample size

Total population

Department
Accounting
Accounts Record
Cash
Payables
Tax
Audit
Concession
Creative
Human Resource
SKECHERS Shoes: Import
and Merchandise
Management Information

Number of employees
3
5
8
4
4
12
16
5
10

Respondents per department

2.294
3.824
6.118
3.059
3.059
9.178
12.237
3.824
7.648

1.530

4.589

System
Marketing
Retail
SKECHERS Apparel
SKECHERS Time
Import and Merchandise
Store and Planning

7
11
2
5
2
6

5.354
8.413
1.530
3.824
1.530
4.589

Warehouse

15

11.472

TOTAL

123

94.07

Instrumentation
The method of collecting data used was the cluster survey. This is to gather the
necessary information for this research. Its intention is to look into the commonality of
some elements.
The researchers made use of the questionnaire as the key instrument to gather
further data wherein questions are constructed and a list of choices were provided for the
respondents to answer without difficulty. This was used as it gathers data quicker than
other methods.
Questionnaire is a set of questions that, when answered completely by suitably
selected respondents, will supply the necessary information needed for the completion of
the research. Other than the fast collection of data, questionnaire also gives the
respondent enough time to think reflectively about his survey answers.
After gathering and studying different references relating to this topic,
questionnaires were formulated. They consulted their adviser for the preparations and the
corrections and suggestions on the said questionnaire.

Data Gathering Procedure

The data for this research was collected by using a survey questionnaire. The
survey was formulated by using questions that will answer our statement of the problem
that is modified from related research. The questionnaires were distributed to the rank
and file employees of SKECHERS Philippines. The researchers assured confidentiality of
their respondents since it can cause consciousness that may affect their honesty and the
effectiveness of their answers. So, the researchers agreed that revealing their identities is
optional. Respondents were given enough time to answer the survey and were collected
on the same day. There was no incentive offered for partaking in the research.

Statistical Treatment
The information collected through the answered survey questionnaires were
statistically tabulated, analysed, and were presented with the use of figures and tables. A
statistical formula was used in order to get an analysis and interpretation. The comparison
of the percentage of the frequency and the total number of respondents will get by
solving the frequency distribution and percentage.
Formula: % = f / n (100)
Where:

f frequency
n Total number of respondents
% - percentage of respondents

CHAPTER IV
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter provides the gathered data from the research instruments presented
and the researchers analysis and interpretation of the results of the distributed survey
questionnaires. The data were presented in a tabular form that is clear and concise. This
chapter will provide tables regarding the tabulation of respondents perspective on the
disciplinary actions imposed in their company.

TABLE 1
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE
Frequency

Percentage

Supervisor

31

32.98%

Human
resource
manager
Branch Manager

52

55.32%

4.26%

Personnel
Manager
Others

4.26%

3.19%

Total

94

100%

PERSONRESPONSIBLE IN IMPLMENING DISCIPLINARY ACTIONS IN THE

COMPANY

Table 1 shows that 31 or 32.98% percent of the population answered Supervisor as the
person responsible in implementing disciplinary actions in the company, 52 or 55.33% of

the population answered Human Resource Manager, 4 or 4.26% of the population

answered Branch Manager, 4 or 4.26% answered Personnel Manager, and 3 or 3.19% of
the population answered others.

TABLE 2
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE APPROACH
USED IN IMPLEMENTING DISCIPLINARY ACTIONS

Disciplinary
approach

Frequency

Percentage

Autocratic and
punitive

10

11%

Calm explanations

79

84%

Others

5%

Total

94

100%

Table 2 shows that 10 or 11% of the population answered that autocratic and punitive
approach is imposed to them while 79 or 84% of the population answered that calm
approach is imposed to them.

TABLE 3
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE ACT WITH THE
HIGHEST DEGREE OF DISCIPLINARY ACTION

Acts with highest degree

of disciplinary action

Frequency

Percentage

Tardiness

31

33%

Substandard job
performance

20

21%

AWOL

25

27%

Others

18

19%

Total

94

100%

Table 3 shows that 31 or 33% of the population answered tardiness as the act with the
highest degree of disciplinary action, 20 or 21% of the population answered substandard
job performance, 25 or 27% of the population answered AWOL, while the 18 or 19% of
the population answered others such as dishonesty and falsification of documents.

TABLE 4.1
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES FOR
THE CURRENT DISCIPLINARY ACTIONS THE SKECHERS PHILIPPINES
IMPOSED
Tardiness
(Frequency)
A. Counseling

12

Percentage

13%

Dishonesty
(Frequency)

Percentage

26

28%

B. Warning

57

61%

20

21%

C. Bawl out

0%

1%

D. Writing an
incidental report

6%

16

17%

E. Salary
deduction

12

13%

1%

F. Demotion

0%

1%

G. Suspension

4%

9%

H. Discharge/
Dismissal

3%

21

22%

Total

94

100%

94

100%

Table 4.1 shows that

57 or 61% of the total subjects answered that SKECHERS approach whenever an

employee commit Tardiness is to impose a warning on them, 12 or 13% of the
population answered counsel the employee, 12 or 13% of the population answered
to deduct salary, 7 or 8% answered writing incidental report, 6 or 6% of the
population answered to suspend the employee, 3 or 3% answered dismissal and

none answered bawl-out and to demote.

26 or 28% of the total population answered that SKECHERS counsels an
employee when it commits Dishonesty, 20 or 21% of the population answered the
company warns, 16 or 17% also of the population answered that SKECHERS
writes incidental reports, 21 or 22% of the population answered dismissal, 8 or
9% of the population responded suspension, 1 or 1% of the population reacted
bawling-out the employee, 1 or 1% answered deduction of salary and to demote.

TABLE 4.2
Substandard
Job
Performance
(Frequency)

Percentage

AWOL
(Frequency)

Percentage

A. Counseling

32

34.04%

8.51%

B. Warning

23

24.47%

8.51%

C. Bawl out

5.32%

7.45%

D. Writing an
incidental
report

17

18.09%

12

12.77%

E. Salary
deduction

4.26%

3.19%

F. Demotion

9.57%

0%

G. Suspension

4.26%

14

14.89%

H. Discharge/
Dismissal

0%

42

44.68%

Total

94

100%

94

100%

FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES FOR

THE CURRENT DISCIPLINARY ACTIONS THE SKECHERS PHILIPPINES
IMPOSED

Table 4.2 indicates that

32 or 34% of the total subjects answered that SKECHERS approach whenever an

employee commits substandard job performance is to Counsel them, 23 or 24% of
the population answered employee are warned, 9 or 9.57% of the population
answered demotion, 17 or 18% of the population answered SKECHERS writes
incidental reports, 5 or 5.32% answered bawling out employees, 4 or 4% of the
population answered to suspend the employee, 4 or 4% of the population
answered deduction of employee salary and none answered to dismiss or

discharge.
42 or 44.68% of the total population answered that SKECHERS Discharges an
employee when it commits Absence without leave, 14 or 14.89% of the
population answered SKECHERS suspends employee, 8 or 8.51% also of the
population answered that SKECHERS warns employee, 12 or 12.77% of the
population answered writing of incident report, 7 or 7.45% of the population
responded it bawl-outs employee, 3 or 3.19% of the population reacted deducting
employees salary, 8 or 8.51% answered counselling and none has responded to
demote.

TABLE 5
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE EMPLOYEES
WOULD LIKE TO IMPOSED AS DISCIPLINARY ACTION IMPOSED IN
SKECHERS PHILIPPINES

Tardiness
(Frequency)

Percentage

Dishonesty
(Frequency)

Percentage

Substandard
Job
Performance

Percentage

AWOL

17%

26

27.66%

33

35%

10

A.
Counseling

16

B. Warning

47

50%

19

20.21%

26

28%

14

C. Bawl out

3%

0%

0%

D. Writing
an
incidental
report

10%

19

20.21%

16

17%

16

E. Salary
deduction

11

12%

2.13%

3%

F.
Demotion

1%

3.19%

6%

G.
Suspension

5%

5.32%

9%

12

H.
Discharge/
Dismissal

2%

20

21.28%

2%

37

TOTAL

94

100%

94

100%

94

100%

94

Table 5 indicates that most of the respondents believe that counselling is the best
disciplinary actions to be imposed when it comes to dishonesty with a 27.66% and to
substandard Job performance with a 35%. It also indicates that they believe that when it
comes to tardiness warning is the best disciplinary action to be imposed with a 50%.
They also believe that discharge or dismissal is what they like to be imposed with the act
of AWOL having a 39% answer from the total population.

TABLE 6
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES OF
SKECHERS PHILIPPINES PERCEPTION TO THE DISCIPLINARY
ACTIONS
Evaluation

Frequency

Percentage

Effective, fair and

reasonable

76

81%

Ineffective, unfair and

unreasonable

13

14%

Others

5%

Total

94

100%

Table 6 shows that 76 or 81% of the total population of the respondents view the
disciplinary actions imposed to them are effective, fair and reasonable. However, 13 or 14
% of the total population perceive their disciplinary actions to be ineffective, unfair and
unreasonable. 5 or 5% of the total population views the disciplinary actions in a different
manner.

Table 7
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES OF
SKECHERS PHILIPPINES REACTION TO THE DISCIPLINARY
ACTIONS
Reaction

Frequency

Percentage

Positive

50

53%

Negative

25

27%

Both

19

20%

None of the above

0%

94

100%

Table 7 indicates that 50 or 53% of total population reacts positively to the disciplinary
actions given to them. On the other hand, 25 or 27% in the total population reacts
negatively. In addition, 19 or 20% of the total population has a mixed reaction or reacted
both positively and negatively in that matter and none of the population says that the
disciplinary actions imposed had no impact on them.

TABLE 8
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE EMPLOYEES OF
SKECHERS PHILIPPINES ON THE EFFECT OF IMPOSING DISCIPLINE

Effect of imposing discipline

Frequency

Percentage

Employees are motivated to

work harder

37

39.36%

Employees become so
cautious

46

48.94%

Employees are threaten and

afraid

2.13%

Employees resign

3.19%

Employees are under the

control of the management

3.19%

Others

3.19%

Total

94

100%

Table 8 indicates that the 37 or 39.36% of the total population are motivated by the disciplinary
action. 46 or 48.94% says that they become cautious. 2 or 2.19% of the total population says that
they are threatened and they feel afraid by the disciplinary actions. 3 or 3.19% of the employees
say that they resign as a result of the disciplinary action. 3 or 3.19% says that they are controlled
by the management and 3 or 3.19% says have there is different effect on the disciplinary action
imposed to them.

CHAPTER V
SUMMARY OF FINDINGS, CONCLUSION, AND RECOMMENDATION
This chapter presents the summary of findings, conclusions, and
recommendations of the study.

Summary of Findings
The researchers reported the finding from the survey questionnaires conducted last
August 26, 2015. There were 123 employees in the SKECHERS Philippines out of which
94 were allowed to answer the survey questions about the disciplinary actions
implemented in their company. Suppose the results are as follows:
1. Based on the survey, 52 respondents answered that Human Resource Manager
was the one responsible in implementing disciplinary actions, 31 answered
supervisors, 4 respondents answered personnel manager, 4 answered Branch
manager, and 3 respondents answered others.
2. Based on the survey, calm approach was given to the 79 of the respondents while
autocratic and punitive approach was given to the 10 respondents and 5
respondents stated that disciplinary actions imposed to him is based on contract.
3. Based on the survey, 31 of the respondents answered tardiness as the act that
requires highest disciplinary action, 25 answered AWOL and 20 answered
substandard job performance while 18 respondents answered others. They
specifically answered dishonesty, stealing, and falsification of documents.
4. Based on the survey, most of the respondents answered warning was currently
imposed as disciplinary action for tardiness, counseling for dishonesty and
substandard job performance, and discharge or dismissal for AWOL.

5. Based on the survey, most of the respondents think that warning is the disciplinary
action they want to be imposed in the company for tardiness, counseling for
dishonesty and substandard job performance, and discharge or dismissal for
AWOL.
6. Based on the survey, 80 of the respondents think that the disciplinary actions
imposed on them were effective, fair and reasonable, while one of the respondents
specifically said that crab mentality was the effect she saw on their company.
Also, 49% of the respondents has both positive and negative reactions on them.
7. Based on the survey, 50 of the respondents reacts positively on the disciplinary
actions imposed to them in their company.
8. Based on the survey, 46 of the respondents answered that they became cautious
after the disciplinary actions were imposed while others said that they became
more motivated to work harder.

Conclusion
Based on the findings, the following conclusions were formulated:
1. The Human Resource manager is the one responsible for the implementation of
the disciplinary actions at SKECHERS Philippines.
2. At the company, when giving disciplinary action to an employee, the human
resource manager uses a calm and proper approach.
3. Absent without leave, tardiness, substandard job performance, dishonesty, stealing
and falsification of documents are the acts that will result to a corresponding
disciplinary action that may even cost their job.
4. The employees of SKECHERS Philippines believe that when an employee is
tardy, he will receive a warning; the same will happen if his job performance is
substandard. If dishonesty is committed, counseling will take place. Lastly, if an

employee is absent without leave, he is subject to discharge or dismissal with due

process.
5. The employees of SKECHERS Philippines acknowledge the existence of
disciplinary actions that the company has in store for their misbehaviours. They,
themselves, chose in the survey the disciplinary actions that they think best
corresponds to a misconduct any employee may commit. Their answers almost
matched up with the current disciplinary action imposed by the company. This
suggests that employees approve the rules given by SKECHERS.
6. Enforcing disciplinary actions at the company resulted to the employees being
more cautious to their behavior and actions at work. On the negative side,
employees who are more cautious of their behavior and actions at work has the
tendency to just blend in the background and not be enthusiastic of their work.
They have less opportunity to develop and be great assets of the company as the
fear of being reprimanded restricts them to move and act boldly in the company.
On the optimistic side, cautious employees will bring about a reduced amount of
troubles and problems in the firm. Less mistakes are also bound to happen which
will result to a fast operation.
7. Most of the employees recognize that the disciplinary actions imposed on them
are effective, fair and reasonable. However, both positive and negative are what
they see as effect to the employees given a disciplinary action. This means that
they are not confident that when they receive disciplinary action they will see it in
an optimistic view.

Recommendation

Based on the preceding findings of the study, the researchers recommend the following
for the improvement of disciplinary action of SKECHERS:
1. To avoid confusion as to whom the employees are to receive their sanction, the
company should orient the employees about the companys policy and the people
who are in charge of them.
2. Though calm approach was used, as said by Douglas McGregor, disciplinary
action should be immediate, constant, impersonal and with forewarning so that all
employees wont have any dilemmas regarding the enforcing of disciplinary
action.
3. & 4. For the problems three and four, the researchers recommend that the
corresponding sanction for every misconduct should be clear to every employee;
the supervisors should have a memo board in which the list of misconduct and
equivalent sanction is posted so that the employees are reminded regularly of the
rules.
5. Since the employees think that the disciplinary actions are up to standard and has
no qualms about it, the company should take the time to give out performance
appraisal so that the employees will be motivated thus, lessening the possibility of
misconduct. Moreover, this will help in the development of the employees which
will surely result to a great asset in the progress of the company.
6. Enforcing disciplinary action should result to the motivation of the employee not
cautiousness which restricts their actions, in this regard, SKECHERS should
instill to their employees that disciplinary actions are there as a way to correct
them and teach them what they should and shouldnt do so that their performance

would improve; not that sanctions are there as punishments for their
incompetency.
7. SKECHERS should train their supervisors and managers on how to properly
impose disciplinary action to their employees without making them think that
they are being looked down upon to avoid misunderstandings.