DISCIPLINARY

SYSTEMS AND
TERMINATION OF
SERVICE
CHAPTER 8
1

BY MISLIYANA MISNAN

DISCIPLINARY SYSTEMS

Every organization needs an

employee disciplinary system
which is fair and just.
without discipline, organizations
cannot achieve their goals

BY MISLIYANA MISNAN

DISCIPLINARY SYSTEMS

Discipline - State of employee

self-control and orderly conduct
Disciplinary action -Invokes a penalty
against an employee who fails to meet
established standards

BY MISLIYANA MISNAN

PENALTIES IN A PROGRESSIVE
DISCIPLINARY SYSTEM

ORAL WARNING
FIRST WRITTEN WARNING
FINAL WRITTEN WARNING
SUSPENSION WITHOUT PAY
DEMOTION OR DOWNGRADING
DISMISSAL

BY MISLIYANA MISNAN

PENALTIES IN A PROGRESSIVE
DISCIPLINARY SYSTEM

when drafting terms and conditions of

employment, employers should
consider including a clause setting
out the various penalties that may be
imposed if the employee is found
guilty of misconduct

BY MISLIYANA MISNAN

DEALING WITH EMPLOYEE

PROBLEMS

1) Transfer
2) Promotion of Employees
3) Grievance Handling
4) Absenteeism of Workers

BY MISLIYANA MISNAN

TRANSFER
7

The lateral movement of an employee

within an organization
Take place when an employee either
moves from one branch of the same
organization to another branch located
elsewhere
An internal move to a different job at the
same level as the previous job
A move from one organization to another
organization within a group of campanies
BY MISLIYANA MISNAN

PROMOTION OF EMPLOYEES
8

Reassignment of an employee to a job at a

higher level in the organization

BY MISLIYANA MISNAN

PROMOTION OF EMPLOYEES
9

Some workers value the higher wages and

better benefits earned after a promotion
Some workers value the respect they
receive from society when they hold a
senior-level position
Some workers do not want the higher
levels of responsibilities that are associated
with promotion

BY MISLIYANA MISNAN

PROMOTION OF EMPLOYEES
10

Promotion from within policy

most organizations have a stated policy of
promoting existing staff to higher-level
positions whenever possible.
Formal or Informal
Informal- decision making process relating
to promotion is kept a secret.
Criteria for Promotion
seniority
merit@competence
BY MISLIYANA MISNAN

GRIEVANCE HANDLING
11

A worker with a grievance is a dissatisfied

and unproductive worker.
Causes of grievances:
Broken promises
Inequitable pay and benefits
Personal and sexual harassment by coworkers and supervisors
Dangerous or uncomfortable working
conditions
Unjust disciplinary action by the supervisor
BY MISLIYANA MISNAN

THE EFFECTS OF GRIEVANCES

12

Resignation of employees
Depression amongst employees
Poor quality and quantity of work
High accident rate
High rate of illness
Complaints from customers
Complaints to the Department of Labour
and other bodies
Aggressive unionism
Reduced output
BY MISLIYANA MISNAN

HANDLING GRIEVANCES
13

Be prompt
Investigate and record
Keep cool and calm
Listen
Use counselling skills

BY MISLIYANA MISNAN

ABSENTEEISM OF WORKERS
14

Lateness
Penalties for absence
Encouraging full attendance

BY MISLIYANA MISNAN

ABSENTEEISM OF WORKERS
15

Rules, penalties and strict enforcement

Rewards for workgroups whose members
come to work on time
Special awards for individuals who have an
exemplary timekeeping record

BY MISLIYANA MISNAN

16

4 Ways to Reduce
Absenteeism in the
Workplace:

1.Write Attendance Policy

Formalize the organizations
expectations for attendance by
writing an attendance policy.
Include in the policy the definition
for being tardy and what constitutes
excessive tardiness or absenteeism.
BY MISLIYANA MISNAN

 2. Provide Employee Support

17

Sometimes employees are simply experiencing a

challenging time of life. This is when providing support
through EAP programs, can help them deal with personal
issues that might be affecting their attendance. This kind
of support can help employees over a hump and makes
them feel like their employer cares about them, which is
a determining factor of employee engagement.
In order for an organization to be successful, it needs a
committed and engaged workforce. One way to foster
commitment and engagement is good communication of
expectations, empathetic employee support and a
structured process to reward good performance.

BY MISLIYANA MISNAN

18

3. Reward Good Attendance

Some organizations reward good attendance by
giving employees a bonus for having no
unplanned absences in a 12 month period.
And, when attendance is incorporated into the
annual performance appraisal process,
employees can see rewards in the way of
merit increases. Another tactic is to provide
adequate paid time off so employees have the
option of planning for absences by using a
predetermined bank of hours

BY MISLIYANA MISNAN

19

4. Set Clear Attendance Expectations

Share the attendance policy with employees as part
of the new employee orientation process and
discuss what your expectations are for attendance.
As part of this conversation, discuss how to notify
the organization and who the employee should
contact when they will not be coming to work.
Employees should understand how often is
acceptable to have an unplanned absence, how
many times of missing work crosses a performance
line and what the consequences will be for
excessive absenteeism.

BY MISLIYANA MISNAN

TERMINATION OF AN EMPLOYEES
20
CONTRACT OF EMPLOYMENT

Resignation
Expiry of a fixed-term contract
Retirement
Redundancy and retrenchment
Retrenchment is the termination of an
employees services because he has become
redundant
Changes in technology
Reduced demand
Financial losses
Mergers and organization restructuring
BY MISLIYANA MISNAN

CONSEQUENCES OF RETRENCHMENT
21

Lowered morale amongst remaining workers

Loss of public confidence
High short-term expenditure

BY MISLIYANA MISNAN

ACTIONS TO AVOID RETRENCHMENT

22

Job freeze no new recruit is to be taken in from

outside
Voluntary Separation Scheme (VSS)
Cut costs

BY MISLIYANA MISNAN

23

DISMISSAL FOR MISCONDUCT

Any act or omission inconsistent with the

fulfilment of the express or implied terms of the
contract of employment
Misconduct relates to any behaviour which is in
conflict with the employers interest.

BY MISLIYANA MISNAN

24

DISMISSAL FOR MISCONDUCT

Procedures for dismissing a worker:

Record any complaint
Investigate the complaint thoroughly
Charge the employee
Hold a domestic inquiry

BY MISLIYANA MISNAN