This presentation was made to show how discipline plays an important role in every one's life's , if one follows discipline in his or her life, he or she can achieve any target , we have also shown the various disciplinary actions that could be taken against the employees if he does not follow the rules laid down by the employer and the process of disciplinary actions

1. ASPECTS OF DISCIPLINE & DISCIPLINE
PROCEDURES
Prepared by:- TEJVEER(13305)
VISHAL(13320)
YOGESH(13323)
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2.  Discipline is a ‘Management’s Complaints’
against an employee.
 the practice of training people to obey rules or a
code of behavior.
› controlled behavior resulting from such training.
› an activity providing mental or physical training:
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3. WHY DISCIPLINING EMPLOYEES?
 Employees experience conflict at work and
sometimes break the rules.
 It then becomes your job to minimize the conflict
and get things going back on track.
 Disciplinary policies and actions play the prime
role in prohibiting unwanted employee behaviors.

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 Employees should know what they can and
can’t do.
 You should clearly communicate the discipline
that will take place if employees break your
rules.
 For this reason, company need to have a good
disciplinary policy in place and well
communicated to everyone.
DISCIPLINARY POLICY GROUND RULES

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 The policy must be communicated to
employees by periodically providing a copy,
posting it, or including it in an employee
handbook.
 Employees should be required to sign an
acknowledgment that they have received and
read the policy.
 The policy also should be covered in new
employee orientation.
Disciplinary Policy

7. DISCIPLINARY PROCEDURES: AN INTRODUCTION
Employers use disciplinary procedures to tell employees that their performance
or conduct isn't up to the expected standard and to encourage improvement.
What is a disciplinary procedure?
A disciplinary procedure is sometimes the best way for your employer to tell
you when something is wrong. It allows them to explain clearly what
improvement is needed and should give you an opportunity to put your side of
the situation.
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8. APPLICATION AND SCOPE
The University expects satisfactory standards of behaviour,
conduct and attendance from all its employees. The
disciplinary procedure provides a framework for dealing with
instances where employees are alleged not to have met the
required standards of conduct. The aim is to ensure prompt,
consistent and fair treatment for all employees and to assist in
enabling both the employee and the University to be clear
about the expectations of both parties.
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9. GENERAL PRINCIPLES: THE FOLLOWING PRINCIPLES
WILL APPLY TO THE APPLICATION OF THIS PROCEDURE:
 Informal Resolution
 Investigation
 Nature of allegations
 First breach of discipline
 Suspension
 Right to be accompanied
 Equality and Diversity
 Involvement of Human Resources
 Appeals against Sanctions including dismissal
 Timescales
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10. DISCIPLINARY PROCEDURE:-
Informal Procedure:-
 It is part of the normal supervisory process that managers
bring to the attention of the employees the standards
required and any failure to meet those standards.
 Cases of minor misconduct, (e.g. recurrent lateness)
should be dealt with by the employee’s line
manager/immediate supervisor/ head of department
informally and without delay. The manager must speak to
the employee, in private and should encourage them to
conduct themselves in accordance with the required
standards.
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11.  The purpose of these discussions is to ensure that
the employee understands the nature of the
concerns, expectations of improvements in conduct
and where appropriate timescales and the nature of
any support available.
 It is advisable to confirm the outcomes of any
discussions in writing to the employee. The line
manager should retain any note of these informal
discussions or meetings.
 Following a satisfactory outcome to the use of the
informal procedure, the matter will be considered
resolved.
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12. Formal procedure:-
 Where the informal process has not led to improved conduct, or
where the alleged misconduct is of such seriousness that the
manager considers informal action to be inappropriate, formal
action will be initiated.
 An investigation of the facts will be conducted to determine
whether there is a disciplinary case to answer.
 Where an investigation indicates that there may have been an
act of misconduct the employee will be required to attend a
formal disciplinary hearing at which s/he shall be given the
opportunity to respond and state his/her case.
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13. FORMAL LEVELS OF DISCIPLINARY
SANCTIONS
 Written Warning:-Where there is a failure to correct
matters within the time limit set down at the verbal
warning stage, then the employer must issue a written
warning to the employee.
 Second and Final Written Warning before
Dismissal/Suspension:-If, despite previous warnings, the
employee fails to reach the required standard within a
reasonable time they can be suspended without pay for a
period to be decided by the employer.
 Dismissal:- The final stage of the disciplinary procedure
will be dismissal. An employee is liable to be dismissed
if, despite previous warnings, they fail to reach the
required standards within a reasonable time.
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14. INVESTIGATION
 Before a disciplinary hearing is convened there will normally
be an investigation into the circumstances of the alleged
misconduct. The purpose of the investigation is to:
 establish the nature of the allegations
 gather evidence to enable a decision to be taken on whether
there is a disciplinary case to answer
 consider if the matter should proceed to a formal hearing
 The employee will be informed promptly of any allegation and
that an investigation to establish the facts will be undertaken
 The employee’s manager may appoint an ‘investigatory
manager
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15.  A member of the HR team will assist in ensuring
that the matters are handled fairly, reasonably and
in compliance with current legislation and University
procedure.
 If an employee admits misconduct, an investigation
may not be necessary
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16. The outcomes of an investigation may be:
 There is no case to answer and therefore no disciplinary
action is taken
 The matter is dealt with informally, if appropriate with
support and or training to resolve the matter.
 Recommendation that there is a disciplinary case to
answer and a disciplinary hearing should be arranged
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17. DISCIPLINARY HEARING
 The employee will be given an opportunity to
present his/her case, question witnesses and raise
any issues s/he wishes to have considered
 The manager conducting and hearing the case will
have to take decision
In the event that the decision is taken to dismiss the
employee, the letter will include the reasons for
dismissal and the date that his/her employment will
terminate, together with details of any notice
arrangements
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18. APPEALS:AGAINST WARNINGS, SANCTIONS OR
DISMISSAL
 The employee has the right to appeal against a
decision to issue a warning or sanction or
dismissal, under this procedure.
 The appeal will be heard by a manager that is
senior to the manager who has made the decision
to issue a sanction and who has had no prior
involvement in the case.
 The decision following the appeal shall be final and
there will be no further internal right of appeal.
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19. CONCLUSION
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 Managers must use judgment, empathy,
consistency, and fairness when
administering employee discipline.
 All disciplinary actions should be
documented in a factual, nonjudgmental
way.
 Employees can use the disciplinary
procedure to resolve conflicts with
management.