It is the training that corrects, moulds, strengthens or perfects individual behaviour.

It is control gained by enforcing obedience.

It is punishment. 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.

Positive
Employer employs a constructive force to secure its compliance

Negative
Employer applies penalty for violation.

Adherence to rules & regulations by the employees

Non-Adherence to rules by employees

To obtain a willing acceptance of the rules regulations & procedures of an organization To develop a spirit of tolerance & a desire to make adjustments among the employees To give & seek direction

To create an atmosphere of respect for human relations

To increase working efficiency morale of employees

To impart an element of certainty

Indiscipline means the violation of formal or informal rules & regulations in an organization.

Ineffective leadership to control, coordinate & motivate workers Low wages & poor working conditions

Lack of timely redressal or workers grievances

Lack of defective grievance procedure Political influence

Discipline rules should be framed in cooperation with the employees Rules & regulations should be appraised at regular intervals Rules should be flexible

Rules must be uniformly enforced for their proper acceptance

Rules must be carefully communicated Every kind of disciplinary penalty should be recorded Disciplinary actions should be taken in private Punitive actions must satisfy the principle of natural justice

HUMAN RELATIONS APPROACH Acts of indiscipline dealt from the view point of human values

HUMAN RESOURCES APPROACH Analyses cause of indiscipline from management activities

GROUP DISCIPLINE APPROACH Group as a whole sets standards of discipline & punishments Trade unions also act as agencies in maintaining discipline

THE LEADERSHIP APPROACH Disciplinary cases are dealt on the basis of legislations & court decisions

Employee is Corrective steps helped to correct taken by the his deviations management

Debate on the problem of industrial discipline held by Indian Labour conference in 1957
Code of Discipline drafted by the sub-committee was proposed by Central Organizations of workers and employers at the !6th session of Indian Labour Conference in 1958

Operative from June, 1958

No strike or lockout without proper notice

No unilateral action
No recourse to go slow tactics

Acts of violence, coercion should not be resorted to

Existing machinery for settlement of disputes should be utilized Awards & agreements should be speedily implemented

PART I: To maintain discipline in industry A just recognition by employers & workers of the rights & responsibilities of either parties A proper & willing discharge by either party of its obligation PART- II: To ensure discipline in industry, management & union(S) agree Utilization of existing machinery for settlement of disputes No strike without notice Establish a mutually agreed grievance procedure Educate management personnel regarding their obligations to each other PART- III: Management agrees Not to increase work load unless agreed upon Prompt action for settlement of grievance Not to support any unfair labour practices PART- IV: Unions agree Not to permit demonstrations which are not peaceful To discourage unfair trade practices That their members will not engage in union activity during working hours

Many factors prevail in industry which make a worker unhappy or dejected( Fellow workers) A well defined grievance procedure is an important element of a sound industrial relations machinery Prompt and effective disposal of workers is the key to industrial peace

According to Michael J. Jucius, the term grievance means any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising out of anything connected with the company that an employee thinks , believes or even feels , is unfair, unjust, or inequitable.

Keith Davis has defined grievance as any real or imagined feeling of personal injustice which an employee has concerning his employment relationship.

Violation of managements responsibility such as poor working conditions Violation of companys rules and practices Violation of collective bargaining agreement Violation of labor laws Violation of natural rules of justice such as unfair treatment in promotion

The discontentment arises out of something connected with the organization A grievance may be expressed or implied The discontent may be rational or irrational

The sources can be divided into three heads: 1. Grievances resulting from Management Policies 2. Grievances resulting from Working Conditions 3. Grievances resulting from personal factors

1.

Grievances resulting from Management Policies Wage rates or scale of pay Overtime Leave Transfer-improper matching of worker with the job

Seniority, promotion and discharges Lack of career planning and employee development plan Lack of role clarity Lack of regard for collective agreement Hostility towards a labor union Autocratic leadership style of supervisors

2. Grievance resulting from working conditions Unrealistic work timings Non-availability of proper tools, machines and equipment for doing the job Tight production standards Bad physical conditions of workplace Poor relationship with the supervisor Negative approach to discipline

3. Grievances resulting from personal factors Narrow attitude Over ambition Egoistic personality

Directive Observation 2. Grip Boxes 3. Open Door policy 4. Exit Interview

1.

A good manager should be a good observer Knowledge of human behavior is requisite quality of every good manager From the changed behavior of employees, he should be able to sense the grievances and their causes Apart from the normal routine, periodic interviews with the employees, group meetings and collective bargaining are the specific occasions where direct observation can help in unfolding the grievances

Boxes like suggestion boxes and complaint boxes are placed at easily accessible spots The employees can file anonymous complaints about their dissatisfaction It gives a fearless, free and fair views

Open door policy demands that the employees, even at the lowest rank, should have easy access to the chief executive to get his grievances redressed

Higher employee turnover is a problem of every organization. Employees leave the organization either due to dissatisfaction or for better prospects Exit interview is an effective tool to know the reasons for dissatisfaction Properly conducted exit interviews can provide significant information about the strengths and weaknesses of the organization and can pave way for further improving the management policies for its labor force

Effective grievance procedure in the organization Flexible procedure Simple

A grievance should be dealt with in the first instance at the lowest level It must be made clear to the employee what line of appeal is ; he should be able to contact the next line of superior in case he is dissatisfied Grievances should be dealt with speedily The grievance procedure should be set up with the participation of the employees and it should be applicable to everyone in the organization

 A grievance is the embryo of more serious trouble to come because accumulation of minor grievances may lead to major explosions

Since prompt and effective handling of grievances is the key to industrial peace, it calls for a systematic procedure of handling grievances for the just and speedy disposal of grievances. The grievance procedures for redressing the grievances of employees can be classified categories: Open Door Policy Step- Ladder Procedure

The employees are free to meet the top executives of the organization and get their grievances redressed

Suitability: Effective in a small organization

Not suitable for a large organization where the top executives are too busy in other matters It makes the lower level and the middle level executives feel bypassed which complicates the human relations problem Top Management is not too familiar with the working conditions of the operative employees Employees may hesitate to go to top executives with their grievances

The aggrieved employee has to proceed step by step in getting his grievance heard and redressed. He moves from one level to the other if he is not satisfied in the process

Step 1: Filing of Written Grievance

Step 2: Address to the supervisor or foreman

Step 3: Address to the HOD

Step 4: Address to the Joint Grievance Committee

Step 5: Address to the Chief Executive

Last Step: Voluntary Arbitration