Indiscipline

Indiscipline means disorderliness, insubordination and not following the rules and regulations of an organisation.

Forms of Indiscipline

Indiscipline in the workplace can be direct and noticeable, causing discomfort to managers and co-workers because of its sometimes confrontational or aggressive nature. These behaviors set a bad example to other workers, undermine the authority of supervisors and create a sometimes-scary work environment.

Direct Types of Indiscipline in the Workplace

Indiscipline in the workplace can be direct and noticeable, causing discomfort to managers and co-workers because of its sometimes confrontational or aggressive nature. Employees may make loud, disparaging remarks about supervisors, or saunter into work half an hour late. These behaviors set a bad example to other workers, undermine the authority of supervisors and create a sometimes-scary work environment. Don’t be drawn into confrontations with aggressive employees; document behaviors and then dismiss these problematic workers if appropriate. Chances are, you don’t want them around.

Indirect Types of Indiscipline in the Workplace

Indiscipline in the workplace can also be more indirect and less noticeable but still problematic. Examples of indirect indiscipline might include working sluggishly to avoid taking on new assignments, encouraging coworker misconduct with laughter, or agreeing with constructive criticism but then not applying suggestions to work quality or productivity. Indirect discipline can be tricky in that it’s harder to pinpoint and managers may be reluctant to intervene for seemingly small problems.

Unwitting Indiscipline in the Workplace

Workplace indiscipline can also be unwitting in that employees don’t know or haven’t been informed of expectations and professional standards. For example, perhaps employees routinely take personal calls or update social networking accounts on company time because other workers appear to be doing the same thing.

Approved Indiscipline in the Workplace

Another type of workplace indiscipline includes unwanted activities and behaviors that aren’t commented upon by managers or supervisors, sending mixed messages to employees about expectations. But managers may look the other way or even participate in conversations grounded in foul language, letting employees know that this type of misconduct is acceptable in the workplace despite stated company rules.
To eliminate this type of indiscipline, apply consistency to discipline guidelines so that managers, supervisors and employers must adhere to the same expectations as employees.
It is very difficult to lay down exhaustively as to what would constitute misconduct and indiscipline. Some of the acts of misconduct are mentioned in the Model Standing Orders as a part of the rules made under the Industrial Employment (Standing Orders) Act of 1946. Non-performance of duty is serious misconduct, because it is basically inconsistent with the obligations of employment. Under the act of negligence, an employee fails to give full care and attention on account of which the work becomes defective, and production suffers both in quantity and quality.

Causes of Indiscipline

The important causes of indiscipline are analyzed under three heads:

Organizational Factors
Individual Factors
Environmental Factors.

Organizational Factors

Where the organization, while hiring the employees, fails to assess the traits of individuals like attitude, obedience, tolerance and inquisitiveness, it may end up hiring employees who challenge any decision made by the management.
Lack of a code of conduct for employees has the potential to disorient them thereby sowing seeds of indiscipline.
Where an employee hired for a job for which he has neither aptitude nor attitude, he is sure to develop ill-feelings.
Ineffective leadership characterized by authoritarianism and incompetency, and distrustful relations with employees fuel indiscipline among the employees.
Indiscriminate use of penal provisions triggers reactionary group indiscipline.
Favoritism and nepotism practiced by supervisors vitiate discipline.

Individual Factors

Individual differences caused by education, experience, values, attitudes, beliefs, intelligence, personality, etc., cause employees to behave differently in an organization. Individual features that lead to indiscipline behaviour are as follows:

Individuals with non-conformist values tend to engage in indisciplined behaviour.
Every individual perceives reward and punishment differently and reacts to it accordingly.
Individuals differ in work ethics. Those with high ethical values tend to be committed and involved in the jobs while those with low ethical values show alienation from their jobs and exhibit negative behaviour.

Environmental Factors

Since an organization is also one of the members of the society, discipline observed by the society manifests in organizations. Indiscipline prevailing in family, educational institutions, political system, religious institutions, breakdown of social control mechanism, etc., casts its ugly shadow on the organizational climate.

Preventive Measures

The following are some of the measures taken for maintaining discipline at the workplace:

The rules and regulations for maintaining discipline should be framed in consultation with the employee’s representatives.
Employees should be given a chance to improve their behaviour.
Rules should be made known to employees and they should be reminded of those rules after regular intervals.
Rules should not be made rigid but they should change with time and changes in the working conditions.
Breach of rules by any employee should not be allowed and rules breakers should be dealt with firmly.
It should be remembered that the aim of rules is to prevent indiscipline and not to cause harassment to the employees.
There must be a provision for appeal and disciplinary action taken should be reviewed if required.

Disciplining with Fairness

If employees believe they are being treated fairly, they are much more likely to accept the consequences of their actions. Consistent and fair discipline will also help to prevent successful claims of discrimination or other unlawful conduct.

Critical to fair and just discipline are

Thoroughly investigating the circumstances, including interviewing of witnesses, etc.
Providing notice of the misconduct to the employee.
Allowing the employee an opportunity to respond to the allegation.
Generally, an employee should have some right to appeal a disciplinary decision to some person above the rank of the one issuing the discipline who was not involved in the initial decision.
Employers must keep a careful paper trail to document each infraction and the discipline administered.

Investigating Misconduct

Allegations of employee misconduct or wrongdoing should be carefully investigated. If an employee is accused of misconduct or a rule infraction, the employer should promptly, fairly, and thoroughly conduct an investigation into the matter to make an independent determination of the facts and circumstances surrounding the alleged misconduct. When an employer fails to properly investigate, the employee may gain a resource to support a claim of discrimination or a similar unlawful act.