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In some sectors of the economy for certain categories of workers there are statutes and regulations on discipline.
Article 145 deals with benefits and privileges for employees who successfully and conscientiously perform their duties.
Employees who successfully and conscientiously perform their duties are provided primarily with benefits and privileges in the field of socio-cultural and housing services (vouchers to sanatoriums and rest homes, improvement of living conditions, etc.). Such employees are also given an advantage in promotion [104, p. 68].
Reasons for violation of discipline
Usually, there are two types of violations of discipline: recognized and “imposed”.
It must be determined that “punishment” follows a breach of discipline of both types. Failure to comply with the rules or the law may result in a person being fined, convicted, or subjected to other punishments.
For violation of the accepted rules of conduct of the employee, you can isolate or boycott him, excluding any form of cooperation with compare and contrast essay 123helpme him, except the most necessary. Such actions may seem “fair” from someone’s point of view, but may not always be adequate.
Probably, most often violations of the law occur due to non-compliance with traffic rules. A person fined for speeding may not be found guilty among his colleagues – in fact, he or she may evoke sympathy, or even act as a hero.
On the other hand, a strikebreaker, informer or person with bad manners, even though her “guilt” is not significant, may be under such pressure from her colleagues that she will be forced to leave the organization.
There are cases when an equality sign can be placed between the two types of disciplinary violations. In such cases, a person is found “guilty” both by law and in the opinion of his colleagues.
When recognized and “imposed” types of disciplinary violations are accepted by a majority, the rule or law is considered justified. Therefore, in order to be acceptable, the rule must be approved by a majority. Otherwise, it will most likely always be violated. If a rule is considered unfounded, it does not mean that it is; often it is simply not understood and is considered forbidden.
For example, the ban on smoking on the premises of the refinery is approved, understood and supported by all employees. However, for a foundry, such a ban may be considered unjustified. Probably, there is a definite reason for this ban, but until everyone understands why this cannot be done, most likely this ban will be ignored, and it may become the subject of labor conflict [88, p. 202].
Here is an example of the current rule, which is prohibited when using a grinder. The young trainee was forbidden to use a grinder to process copper and brass plates. He was not explained why this should not be done, and he, finding that with the help of a machine can significantly speed up the work, understood the ban as a whim of the mentor.
As soon as the mentor was distracted, the intern used a grinder to process copper and brass. Shortly after he finished his work, the locksmith wanted to sharpen a large high-speed drill with the help of this very grinder. In a matter of seconds, the drill jammed into the contaminated surface of the grinding wheel, and it shattered into pieces.
The result was eye loss. No punishment can turn a blind eye or increase the trainee’s remorse. And the culprit: “If he explained to me repeated why it could not be done!”
Even if the rule is obvious, it needs to be clarified; if it is even a little confusing, explanations are required.
Ideally, disciplinary rules should be clear. Some will say that if the rule is reasonable and clear to everyone, you can do without it at all. However, rules are usually “written” for the minority, and a certain framework of behavior is necessary, even if they only serve to set standards and maintain order. As a last resort, there should be a set of sound rules.
The rule of effective discipline can be expressed as follows: make disciplinary requirements objective, reasonable and understandable and involve all stakeholders in the structure of the discipline and its support. Finally, avoid things that are likely to be unacceptable and ineffective.
There are many reasons for the violation of discipline, and each is specific in its own way. However, the study of most violations showed that their causes can be divided into three main categories:
for profit – 20% of violations (this includes all aspects of the concept of “profit”); frustration (in work, management, system, etc.) – 75%; different – 5%.
In the surveyed organizations it was found that every year up to 4% of staff take part in actions that can be called “violations of discipline.” Because 75% of all cases are caused by so-called “frustration”, an in-depth study was conducted to determine the causes.
In most cases, the structure was clear: it all started with a “misunderstanding” that led to negative side effects. It looks something like this:
misunderstanding, followed by: a simple problem or complaint that leads (if not considered) to the emergence of feelings of resentment; pronounced dissatisfaction, which leads (if not considered its causes) to aggression or regression (decline of moral and physical strength); dissatisfaction, which leads (if not considered its causes) to depression; failure to consider its causes) to aggression or regression (decline of moral and physical strength); dissatisfaction, which leads (if not considered its causes) to depression; frustration and obsession, a complex that leads (provided they do not consider their causes) to apathy.
The study found that most people with problems did not discuss them with their superiors and often received inadequate responses after consulting with colleagues. If the problem became so serious that it was simply necessary to discuss it with the manager, the reaction was quite varied.
Question: “Can I take a minute of your time?”
Answers: “Right now? I’m very busy”; “Contact the raters, this is their problem”; “With this – to the personnel department”; “It’s not your problem.”
Such and similar answers lead to the appearance of resentment in the employee because no one pays attention to his problem. They can also be a sign of overwork or irresponsibility.
It is always worth remembering that for a person his “small” complaint is a matter of paramount importance, and that it should be considered as soon as possible. Often the severity of the problem is removed if the employee is simply listened to, while unresolved issues will lead to staff turnover and violations of discipline.
Lower-level managers often complain that their authority is virtually nil. This happens in cases where such leaders deprive themselves of authority, transferring the solution of “their” tasks to senior management or narrow specialists.
Here it is important to follow the developed procedure for determining responsibility. All problems must first be submitted to the immediate superior and, if they cannot be solved at this level, then passed on “above”.
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