Understanding Variation in the Practice of Employee Discipline

Abstract

First-line supervisors' responses to employee-related problems can vary widely from one supervisor to another. Assuming fair and consistent disciplinary activity is valued by organizations, then discovery of the factors causing supervisors to respond differently to similar situations is a valuable activity. Using a case study approach for four organizations in Puerto Rico, this article explores how factors such as sector, union presence, and managerial and human resource department support influence the choice of a discipline strategy. When present, some of these factors were found to encourage supervisors to comply with formal disciplinary policy. Organizations can use these findings to assess the degree to which there is consistency in these factors and take strategic action to assure that first-line supervisors receive clear and consistent signals regarding appropriate disciplinary strategies.

Organization Culture as an Explanation for Employee Discipline Practices

“…As Rivas (1991) put it "[T]he organization of the work force and the presence of labor unions tend to require managers to exercise due process in disciplinary actions" (p. 191). When policies are clear, understood, and accepted as valid, supervisors are more likely to follow formal disciplinary policies (Pagan & Franklin, 2003). Of course, the supervisor may utilize formal discipline practices because higher management has signaled, through the allocation of resources and time, that it supports formal actions and will sanction those who do not conform.…”

“…Merit Systems Protection Board [U.S. MSPB], 1992). Pagan and Franklin (2003) reported that 83% of supervisors interviewed in a public organization in Puerto Rico relied on informal rather than formal strategies when dealing with disciplinary issues.…”

“…Depending on the organization, the induction process may be very timely and detailed, such as providing a new-employee orientation session and making reference documents (such as employee handbooks or the collective bargaining agreement) and discipline policies available and accessible. Alternatively, it may be just the opposite, with little or no effort expended by managers or human resource personnel to ease the new employee's entry into the organization (Pagan & Franklin, 2003;Wanous, 1980). Instead, socialization may occur through subtle changes and adjustments as the new employee becomes an accepted member of a work group (Adkins, 1995) and tests lessons in a socialization chain (Van Maanen, 1984).…”