Recipient and observer reactions to discipline: are managers experiencing wishful thinking?

Abstract

SummaryA qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also likely to perceive the discipline event as unfair, especially when discipline is applied for informal as opposed to formal rule violations.

Love or fear: Can punishment promote cooperation?

“…Most esteemed figures or leaders, accordingly, refrain from taking part in severe punitive conflicts and draw their reputation from subsequent mediation rather than punishment. By the same token, when managers in companies are observed punishing their subordinates, their employees sometimes report that they are less trustworthy and respectful …”

Examining Punishment and Discipline: Defending the Use of Punishment by Coaches

“…Downloaded by [University of Chicago Library] at 22:15 17 November 2014 Sport settings, similar to families and communities, persist as hierarchical structured social groups with strong expectations of cooperation and strong animosities toward wrongdoers. The work of many scholars demonstrated support for this claim as they suggested that members of teams or organizations take special interest in the appropriateness (i.e., severity and consistency) of punishment for coworkers, peers, and family members to make sure they match the frequency, visibility, and disruptiveness of the transgression (Atwater, Waldman, Carey, & Cartier, 2001;Ball, Trevino, & Sims, 1994;Benatar, 1998;Goodman, 2006). Walsh (2000) and others proposed every social species uses punishment to deter future cheating or wrongdoing for similar reasons (Clutton-Brock & Parker, 1995).…”

Toward a Theory of Reinstatement: Seven Motivations for Reinstatement as Relationship Repair

“…Podsakoff et al (1982) found the same. Even more concerning is Atwater et al (2001) finding that, while disciplined individuals often change their behavior in the intended fashion, recipients and observers of organizational discipline may also lose respect for the disciplining manager and harbor negative feelings toward the organization. Similarly, Augustine-Adams (1998 found that some members of a large Christian church returned to full activity and commitment after being reinstated, but others became hostile and actively sought to harm the organization.…”