Business Ethics
Handling Disciplinary Matters in Organisation

What are the main issues that manager need to take into account when handling disciplinary matters in an organization?

 

In implementing disciplinary issues in organization, there are several issues must be aware by manager. Firstly, manager must understand the objectives of disciplinary issues. When understandings of the disciplinary issues are achieved, then manger will understand that disciplinary issues serve its purposes. Sometime, managers may be reluctant to implement disciplinary issues because they feel bad in taking actions against others. In other times, they may refuse to take actions against certain high performing workers. All these will defeat the purpose of having disciplinary actions in an organization. When disciplinary actions are not taken against misbehaviors of employees, the mechanism to control, manage and lead the people may not be present. As such, the organization may result in a chaos, disorder and hard to be managed properly in the future. Secondly, managers should also be aware that inconsistency of actions of interpretation of rules in conducting disciplinary actions in organization may cause people to perceive that the system in the organization is unfair or unethical. This can be a serious issue, as people think that the disciplinary actions or system serve certain hidden agenda in the organization. People may be de-motivated to work in the organization, or may channel their anger towards unproductive matters in the organization. No matter how, that will surely affect the organization performance negatively. Apart from that, it is also crucial for manger to understand that it is important to follow the procedures strictly in conducting disciplinary actions. If procedures are not being followed, this may create a feeling of disorder in workplace. Employees may perceive badly on how the disciplinary issues in the organization. Not only is that, if procedures are not being followed, the issues or fairness and ethics can arises. Managers should also avoid being feeling guilty in conducting disciplinary issues, as disciplinary issues serve its own purpose, i.e., to manage workforce behaviors and to shape a team of highly discipline employees. Besides, managers should also beware of not to overuse punitive approach in disciplining the workforce. More constructive corrective actions can be taken. Punitive actions may make the employees fear about the manager, while it is hardly that the employees will respect the leader and follow the leader sincerely and whole-heartedly. Last but not least, it is also crucial to aware the complexities, possibly counterproductive and debatable policies to use rules and discipline to shape or punish behaviour outside work.

 

References:

Beardwell, J. & Claydon, T. (2007). Human Resource Management: A Contemporary Approach, (5th edn). Prentice Hall

Boxall, P., & Purcell, J. (2000). Strategic human resource management: Where have we come from and where are we going? International Journal of Management Reviews, 2: 183-203.

Dessler, G. (2011) Human Resource Management ,12th edition,   Prentice Hall,

Dyer, L., & Holder, G. W. (1988). A strategic perspective of HRM. In L. Dyer & G.W. Holder (Eds.), Human Resource Management: Evolving Roles and Responsibilities. Washington, D.C.: Bureau of National Affairs.

Ming, W. (2002). Strategic Human Resource Management. Academy of Chongqing Institute of Commerce: Beijing.

Price, A. (2007). Human Resource Management, (3d edn). Thomson Learning.

 

 

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