Penalties and Punishments

Penalties and punishments: Steps Followed in Disciplinary Action
Discipline generally follows a typical sequence of four steps – verbal warning, written warning,
suspension, and dismissal. Two additional steps, which would logically follow suspension
demotion and pay-cuts, are less popular in practice.
1. Written verbal warning:
The mildest form of discipline is the written verbal warning. It is a temporary record of a
reprimand which is then placed in the manager’s file of the employee. It should state the
purpose, date and outcome of the interview with the employee. This warning remains in the
hands of the manager. It is not forwarded to the personnel department for inclusion in the
employee’s personnel file.
The written verbal reprimand is best achieved if completed in a private and informal
environment. The manager should begin by clearly informing the employee of the rule that has
been violated and the problem that this infraction has caused.
If the written verbal warning is effective, further disciplinary action can be avoided. If the
employee fails to improve, the managers need to consider more severe action.
2. Written warning:
The second step in the progressive discipline process is the written warning. In effect, it is the
first formal stage of the disciplinary procedure. This is so because the written warning becomes
part of the employee’s official personnel file. This is achieved by not only giving the warning to
the employee but sending a copy to the personnel department to be inserted in the employee’s
permanent record.
3. Suspension:
A suspension or lay-off would be the next disciplinary step, usually taken if the prior steps have
been implemented without the desired outcome. If the infraction is of a serious nature,
suspension is ordered without any prior verbal or written warning.
A suspension may be for one day or several weeks; disciplinary lay-offs in excess of a month are
rare. A short lay-off, without pay, is potentially a rude awakening to problem-employees. It may
convince them that management is serious, and force them into accepting responsibility for
following the organization’s rules.
4. Demotion:
If suspension has not been effective and management wants to avoid dismissing the problem-
employee, demotion may be an alternative. Demotion is a disciplinary action whereby an
individual is sent back to a lower position in the company. However, it tends to demoralize not
only the employee but the co-workers (peers) as well. Moreover, it is not a temporary action. It
is a constant punishment to the demoted employee and hence has broad motivational
implication.
5. Pay-cut:
Another alternative, also rarely applied in practice, is cutting the problem-employee’s pay. The
pay cut usually has a demoralizing effect on the employee, and is suggested as a rational action
by management if the only other alternative is dismissal.
6. Discharge:
Discharge means removal of an employee from his job. It may be as a part of punishment and
otherwise. A person may be discharged if his work and conduct is not up to the mark. An
employee may also be discharged if his contract is complete and it is not further renewed. The
word ‘discharge’ does not carry a stigma with it; it depends upon the circumstances under which
an employee is discharged.
7. Dismissal:
Management’s ultimate disciplinary punishment is dismissing the problem employee. Dismissal
should be used only for the most serious offences. Yet it may be the only feasible alternative
when an employee’s behaviour is so bad as to seriously interfere with a department’s or the
whole organization’s operation.
All organizations designate a series of offences which, for some reason or other, constitutes
matters of serious or gross misconduct and for which suspension from work or dismissal may be
applied. It is normally accepted that such offences constitute breaches of the law vandalism,
violence, theft and fraud.
However, in certain cases, this may be extended to standards of behaviour on the part of the
particular organization for example; failure to wear safety clothing on a building site may
constitute a sufficient reason for dismissal, whereas this would not apply to other situations.

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Penalties and punishments: Steps Followed in Disciplinary Action

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