Principles of Good Disciplinary Measures

(a) Positive & Negative Discipline

Whenever possible, disciplinary measures must have a positive basis. This is achieved when management creates an atmosphere in which employees willingly concede to rules and procedures. This voluntary compliance can be obtained through rewards, incentives, appreciation of good work and good leadership.

Positive discipline contrasts with negative discipline in which people are induced to compliance through threats of penalties. Negative discipline should only be reserved for those who do not respond to positive disciplinary approaches. Techniques of negative discipline would include lay-offs, reprimands, demotion transfers and lay-outs.

(b) Involvement

If possible, the rules and regulations should be formulated with the collaboration of representatives of those affected. Trade union leaders should therefore be consulted in the formulation and administration of disciplinary measures.

(c) Review

All rules and regulations should be regularly reviewed and re-evaluated in the light of changing circumstances. Obsolete rules should be scrapped and, if necessary, new ones introduced.

(d) Fairness

Rules should apply uniformly to all employees without exceptions or favours. Discriminatory rules are bound to create discontent.

(e) Communications

The required standards of behaviour and the penalties for any violations should be clearly stated in advance. It is preferable that the communication be done in writing in the form of a manual or handbook. This ensures fairness and an objective appreciation of the cost of indiscipline.

(f) Causes

If a certain rule or regulation is broken frequently, the causes of such violations should be traced. This gives management the opportunity of curing the root rather than the symptom of a problem.

 (g) Privacy

Generally, disciplinary actions like reprimands should be done privately in confidence to avoid ridicule. There may be circumstances e.g in school or army, where public punishment is considered a deterrent to others.

(h) Timing

It is important to take disciplinary action promptly when the offence is still raw. A protracted disciplinary measure could easily take the semblance of a vendetta and witch hunt.
 
(i) Halo-Effect

Once a disciplinary measure has been preferred against an employee and executed, the manager should forget the incident. He should not let it influence his attitude and future interaction with the employee unless and until the offence is repeated.

(j) Example

The supervisor should personally observe and exhibit high standards of discipline. In this way, subordinates are able to appreciate the importance and practicability of the code of discipline.