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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
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s_most_effectively_supports_the_policy_objective_of_partnership_at_work_and_enhanced_competit.pdf
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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.pdf8/12/2019 As Collins Points Out
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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