Human Resource Skills And Disciplinary Procedures

Offering a substitute for the most basic of elementary principles of social justice and demands made on a business by its workers, partners and customers will do no good. Codes or policies of business ethics, corporate social responsibility and corporate governance and the reports by Hampel, Greenbury, Cadbury and recently the Combined Code have over the years guaranteed a certain level of practice that we can now expect. There is nothing wrong with setting a good example for other staff members. Corrupt and disruptive behaviours are unfortunately found at all levels in business. Popular and unpopular decisions will sometimes have to be made.

Discipline is necessary for the efficient running of an operation and as an outward sign of respect for agreements. The most appropriate form of sanctions for breaking those rules must be decided on by managers. There must be agreed and fair procedures and objectives. Human resource management skills are important. Grievances and disputes concerning such problems as dismissal, termination of contract, lack of capability or qualification, misconduct, hygiene factors, redundancy and statutory bar must be treated with great care. There are also the options of ACAS and the trade unions.

Attitudes can be changed. Stimulus/response methods such as behavioural conditioning have been used successfully. Operant conditioning is an old method for changing a problem attitude or improving existing attitudes by the use of punishments and rewards. Reward strenthens the SR bond and punishment tries to break it. Reward follows a successful response and punishment otherwise. Contiguity and consistency are key in the process. Communicator credibility and attractiveness can make a big difference. They can help keep confusion and fear to a minimum. There are accumulative and synergistic reasons for collective experience improvements and increased job satisfaction.