The Impact Of Employee Discipline On Organization Performance

The Impact Of Employee Discipline On Organization Performance

Chapiter 1

1.1. Introduction

An organization’s discipline ensures productivity and effectiveness. It promotes harmony and collaboration among staff members and serves as a morale booster for them. The management of workplace discipline, according to Fenley [1998], continues to be a major issue in employee relations and is one of the most obvious drivers of conflict at work. According to Decenzo and Robbins [1999], discipline is the setting in which employees behave in accordance with the organization’s norms and expectations for appropriate behavior. According to Redeker (1983), the goal of discipline is to build and preserve mutual respect and trust between management and the workforce. He adds that if discipline is poorly handled, the business may incur long-term costs, including legal fees, wasted time spent preparing for or attending court proceedings, decreased productivity, and staff replacement costs.

For a productive workplace environment and the accomplishment of corporate goals, discipline is crucial.The organization can manipulate both positive and negative reinforcement of intended behavior through a variety of disciplinary management tools. The employment code of conduct, rewarding positive behavior, penalizing negative behavior, and other indirect techniques of building trust among employees are all ways that organizations can do this. An organization’s discipline ensures productivity and effectiveness. It promotes harmony and collaboration among staff members and serves as a morale booster for them.(2000) Monnapa

Discipline, according to Odiagbe (1998), is “a normal behavior or codes of conduct based on principles of natural justice which modifies or controls behavior to reduce misbehavior and facilitates the achievement of organizational goals.” Harris (1976) agreed with this statement and defined discipline as “the process of training employees so that they can develop self-control and become more effective in achieving organizational goals.” He continues, “The goal of the supervisory imposed disciplinary process is to create and advance the kind of performance from the individual employee that will be favorable to the attainment of organization goals.

As a result, discipline is viewed as a tool whose proper usage can lead to the realization or completion of an organizational goal. According to Harris (1976), encouraging the desired behavior can be achieved by using both positive rewards and negative consequences. According to him, discipline can be used to reward or punish. According to him, discipline should be seen as the growth of the capacity to assess events, select the appropriate behavior, and choose to act favorably in advance of obtaining a specific reward or punishment.

Knight (2014) defines discipline as a behavior pattern that may be linked to a specific instruction. A person exhibits this behavior in order to show off his personality features. An employee, for instance, exhibits a specific behavior in a professional setting, and that behavior aids in the achievement of the employee’s objectives inside the company. Discipline, according to Dumisan (2002), is a set of guidelines and a system for enforcing disciplinary regulations. This suggests that each organization has its own set of “dos and don’ts” for rules and regulations.Discipline is demonstrated by following these sets of guidelines.

According to Odeyemi (2001), “Discipline also refers to punitive actions or measures taken by an organization against erring worker, it is punishment for employee wrongdoing.” Discipline serves a number of purposes, including as rectifying the offending employee, refocusing the workforce on the established goals, and averting future instances of the wrongdoing by either the affected employees or the potential victim. It acts as a preventative and deterrent mechanism against attention and goal-directedness being diverted. Basic principles serve as the foundation for disciplinary actions in order to achieve their intended goals inside an organization.

A significant amount of predictable behavior is required from individuals for the accomplishment of organizational goals and objectives, according to Odiom (2001). Discipline is one tool for ensuring order, advancement, and organizational effectiveness. There will be a disruption in the efficient operation of the organization where there are no appropriate disciplinary measures for incompetent officers.

1.2. Statement of the Problem

The majority of firms manage disciplinary matters in a way that breeds hostility and conflict among employees. The majority of the time, disciplinary actions have a punitive rather than a remedial function.

The effectiveness of discipline measures also depends on effective rules and regulations. When rules are broken, protocols are skipped, and procedures are not followed, the effectiveness of discipline measures is seriously harmed, especially in public organizations where the rate of law violations is highest. This has reduced the effectiveness of the disciplinary measures and always has a negative impact on the organization.

Most labor lawsuits are won by the employees who pursue their issues, which results in the organizations rehiring them, which eventually has an impact on organizational performance. Because of this, organizations have struggled to implement disciplinary measures that attempt to change behavior without harming employees.

Objectives of the Study, Section 1.3

This investigation aims to

To evaluate how employee discipline affects an organization’s effectiveness

to ascertain the degree to which employee performance in an organization has been impacted by indiscipline

to determine the primary reasons for staff indiscipline in the majority of Nigerian companies

To determine how open disciplinary processes and the elimination of severe indiscipline in a company are related.

to look into the issues that prevent public organizations from implementing punishment measures effectively.

To make suggestions for improvements that could be made to a more effective discipline system in Nigerian public organizations

1.4. Importance of the Research

For a company to operate effectively, discipline is crucial. However, this study is essential due to the worrisome amount of gross indiscipline in public organizations today and its consequences for the effectiveness of public organizations in Nigeria. The researcher believes that it is important to emphasize the impact of employee discipline on organizational success. Consequently, the results of this study will show how effective disciplinary actions affect both employee and organizational performance.

This study is anticipated to add to the body of knowledge and to be extremely helpful to management in both private and public companies, as well as to general readers and potential future researchers who could be interested in this type of research work.

1.5 Dimensions of the study

Due to time and resource limitations, the focus of this study will be limited to the Polytechnic Ibadan in order to evaluate the effect of employee discipline on organizational performance. As a result, the investigation for the study would take place at the Polytechnic of Ibadan, with a focus on the institution’s staff.

Statement of Hypotheses, Section 1.6

Ho: The effectiveness of an organization as a whole is not much impacted by employee discipline.

H: The effectiveness of an organization as a whole is significantly impacted by employee discipline.

Effective disciplinary measures are not a practical means of motivating employees to work toward achieving corporate objectives.

Hi: Effective disciplinary action is a practical tool for motivating employees to achieve organizational objectives.

Ho: There is no relevant connection between employee unwelcome behavior correction and disciplinary action.

Hi: The correction of an employee’s undesirable behavior and disciplinary action are meaningfully related.

Limitations To The Study, Section 1.7

There are many issues that researchers could run into during their investigation, including

carrying out the research, which can include:

financial limitations

Every successful and good research project needs enough funding. However, due to the limited funding at the researchers’ disposal, this research project may run into financial difficulties.

time limitation

The university has allotted a finite amount of time for the conduct of the research task, however conducting all related activities takes time. The specified study time is insufficient for the conduct of the research, which may restrict the size of the research project.

Definition of operational terms, section 1.8

Performance

The ability to consistently generate results over a lengthy period of time and in a range of assignments is known as performance. Effectiveness, efficiency, productivity, quality, and behavior are some of its components. Thus, performance might be behavioral or tangible. Additionally, it denotes results from a task completed or practiced.

Employee

The term “personnel,” sometimes known as “employee,” refers to the group of men and women who are hired by an organization to carry out a certain duty or provide a specific service in exchange for payment.

Discipline

Disciplinary codes are enforced through a set of rules and other measures. This suggests that each organization has its own set of “dos and don’ts” for rules and regulations.Discipline is demonstrated by following these sets of guidelines.

Organization

This is a group of individuals who have come together to carry out a certain or predetermined task.

Appraisal

This is an estimate of the worth of something, particularly something formal.

1.9 The Case Study’s Historic Background

A main edict known as the polytechnic, Ibadan edict 1970 set forth the rules for the establishment of the polytechnic, Ibadan as the successor to the former technical college, Ibadan. To make the polytechnic relevant to the demands of Oyo State, the prospector in particular, and Nigeria in general, this edict has undergone a number of amendments.

The polytechnic’s main purpose is to train students and expand their skills in applied science, engineering, environmental science, and business. The majority of the middle-class labor that the polytechnic has been creating has been instrumental in the social and economic advancement of the nation.

In several fields, like engineering, mass communication, public administration, and urban and regional planning, the polytechnic has also produced highly skilled workers over the years. Practical training is the polytechnic’s main area of emphasis. For approximately forty-eight (48) years, the institution has carried out this duty admirably. Graduates of the Polytechnic of Ibadan are successful in practically every field of endeavor both domestically and abroad.

Four satellite computers for the polytechnic were established through an amendment to the main directive that went into effect on March 17th, 1987. They were launched during the 1981–1982 Session and stationed at Eruea saki, Iree, and Esa-oke. The director in charge of each campus is accountable to the rector for the management and discipline of the institution. The campus in Iree and Esa-oke became the property of the Osun State government, nevertheless, after the creation of Osun State.

The Polytechnic in Ibadan has been using a faculty system since the 1975–1976 state academic session to make it easier to coordinate and manage work. There are currently five faculties, notably those for engineering, science, environment studies, finance and management, and business and communication. Higher National Diploma and Nation Diploma Programs are offered by the faculties. Over time, the institution’s student enrollment has risen steadily.

THE POLYTECHNIC’S DIRECTOR AND OFFICERS

The Polytechnic’s officers are at the center of the organization’s management. As follows:

The institution’s principal academic and managerial officer is the Rector. The daily operations, administration, and discipline of the polytechnic are his responsibility to the governing council. The Deputy Rector is the Rector’s superior in rank, and he carries out any tasks that the Rector may delegate to him. In the Rector’s absence, he takes care of the institution.

The registrar is the chief administrative officer and is answerable to the rector for the overall management of the polytechnic’s business. The rector holds the chief librarian accountable for the effective management and stocking of the library and other amenities.

The rector is accountable to the director of works and services for the maintenance of the polytechnic’s buildings, vehicles, capital projects, etc. The institution’s overall security is the chief security officer’s responsibility. The administration of each faculty is the responsibility of the several heads of faculties, and each department is run by the head of department.