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As Collins points out, the most visible sign of the

authority structure is the employers use of disciplinary measures, such as

demotion or dismissal, as its primary means of achieving employee

compliance with the employers instructions and commands.52

And because

the employer places such importance on its power to take disciplinary action

against the disobedient employee, it is inevitable that the spectre of

disciplinary sanctions will sit close to the forefront of the employment

relationship. It is not surprising, therefore, that employees and their

representatives often become concerned that management might exercise their

power to discipline workers in a harsh and unfair manner.

What model for regulating employee discipline and grievances most effectively supports the policy

objective of partnership at work and enhanced competitiveness?

DAVID BENJAMIN HOOD.THESIS.DEPARTMENT OF LAW OF THE LONDON SCHOOL OF ECONOMICS AND

POLITICAL SCIENCE.LONDON.AUGUST 2011

http://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievance

s_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdf

http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/136/147

Some acknowledgement is given to cognitive theories, such as social learning theory and

attribution theory, to help explain this sense-making process. They advise that a

disciplined employees perspective on the fairness of the punishment is more pertinent

than actual punishment (Ball, Trevino, & Sims Jr., 1994).

Ball, G. A., Trevino, L. K., & Sims Jr., H. P. (1994). Just and Unjust Punishment:

Influences on Subordinate Performance and Citizenship. Academy of

http://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdfhttp://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdfhttp://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdfhttp://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdfhttp://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/136/147http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/136/147http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/136/147http://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdfhttp://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdfhttp://etheses.lse.ac.uk/179/1/Hood_What_model_for_regulating_employee_discipline_and_grievances_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdf

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Management Journal, 299-322.

The process of discipline, including how it is given, who enforces it, and the

decisions made about it, sets the stage in an organization. The disciplinary process has an effect on the

perceptions and behavior of both the employee disciplined and the observers

or bystanders in the workforce (Cooke, 2006)first part nung kay cooke

Cooke, H. (2006). Examining the disciplinary process in nursing: a case study approach.

Work Employment Society, 687-707.

Performance management is defined as the art and science of dealing with

employees in a manner intended to positively influence their thinking and behavior to

achieve a desired level of performance (McConnell, 2004, pp. 273-274). Corrective,

disciplinary or punishment processes are part of performance management but should be delivered

constructively and should always involve an explanation of why to the

employee (McConnell, 2004, p. 275).

McConnell, C. (2004). Managing Employee Performance. The Health Care Manager,

273-283.

Rollinson et al also studied the disciplinary process, specifically the employees

perceptions of the process and the effects on their subsequent behavior (Rollinson,

Handley, Hook, & Foot, 1997). They interviewed forty-four disciplined employees still

with their organization and explored their disciplinary events and how it affected the

employees internalization and observance of rules after the fact. Rule transgressions

seemed to get worse with each step in corrective action, meaning the manager only

suspected it at first, but then actually observed the transgression by the later steps. None

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of the employees perceived the steps in corrective action as fair and the authors

questioned if progressive discipline works for rule observance. The researchers

suggested that rule observance or adhering to rules occurs when the rules are clear and

clearly communicated; they are seen as legitimate; they exist for the benefit of

everybody; they are enforced in an impersonal way (Rollinson, Handley, Hook, &

Foot, 1997, p. 297). Additionally, the research further suggested that rule observance

increases when hearings are seen as fair, lack of bias and management prejudgment and where they

see equity in terms of treatment and outcomes (Rollinson, Handley,

Hook, & Foot, 1997, p. 297). Interestingly, rule observance decreases where social

support is received from colleagues (Rollinson, Handley, Hook, & Foot, 1997, p. 297).

Good post-handling relations with the manager could lead to better rule internalization

and observance (Rollinson, Handley, Hook, & Foot, 1997, p. 297).

Rollinson, D., Handley, J., Hook, C., & Foot, M. (1997). The Disciplinary Experience

and its Effects on Behaviour: An Exploratory Study. Work Employment Society ,

283-311.

Outcomes of Performance Disciplinary Actions in a Healthcare Organization

THESIS

Julie Ann Meddles, B.S.

Graduate Program in Allied Medicine

The Ohio State University 2012

https://etd.ohiolink.edu/rws_etd/document/get/osu1354290508/inline