Perceived Fairness in Disciplinary Procedures in Public Institutions: An Application of Hot Stove Rule Dr.Sobia Hassan
Department of Public Administration
Lahore College for Women University, Lahore, Pakistan
Abstract
Purpose-
This study seeks to examine the perceived disciplinary procedure of public sector employees that is a fundamental feature of human resource management. Discipline is mandatory for both employees and the organization. It enhances the ability of employees to perform according to the rules and norms established by the organization. Disciplinary processes act as a remedial measure not to penalize but to modify behavior and to keep the work standard at a more accurate level. Analysts generally assert that public employees have better job security than private sector employees and, in fact, that employers cannot terminate public employees who perform below average or who engage in misconduct. Disciplinary actions and dismissal are not easy for supervisors to carry out due to the stress associated with such situations and supervisors avoid taking action. The ^hot stove rule^ is a management concept coined by Douglas Murray McGregor. This rule warns people of being burned by touching a hot stove. Application of this rule in the workplace indicates that employee discipline is also like what happens when an employee touches a hot stove. The touch of the hot stove informs the employee that it is hot and the employee receives the instant punishment that is ^^impersonal^ (that the violator gets the punishment) and ^consistent^ (that disciplinary action is taken every time the violation is committed). The disciplinary actions that are taken include instructions and guidelines for correction leading to punishment to modify human behavior.
Design/methodology/approach -
The current research is centered on the theoretical underpinnings of phenomenology, which comprises methods of data collection and analysis. Phenomenology is the most appropriate approach to study human experiences confronted with disciplinary actions because the lived experiences and the underlying phenomenon can be very elaborate. A qualitative study design was applied to develop an understanding of perceived disciplinary justice, and the procedures behind key areas of disciplinary policy in the public sector.
Non-probability technique was utilized to gather the data through the snowball technique. Subjects were asked to suggest people who met the criteria and who they believed would be agreeable to contribute in the study. A criterion was made to include interview participants who are currently working in Public Sector University- and have gone through a disciplinary procedure- agree to a personal interview and allow responses to be recorded on tape and agree to review the transcript for truthfulness.
A total of 14 semi structure interviews were conducted, lasting 60 minutes each, with clerical staff (BPS-5 to 15) who have gone through a disciplinary procedure. Each interview was read carefully and transcribed verbatim and categorized by interviewee number. The thematic analysis was carried out guided by phenomenology to search for reality through the lived experiences by employees. Open coding was generated by collecting codes on prospective categories and themes.
Findings-
The results showed that employees experienced disciplinary action as hectic and discriminatory. However, employees demanded to have a proper channel for a review appeal. The qualitative data analysis of the present study has revealed several suggestions that were made for a fair disciplinary procedure: the application of red-hot stove rule, a positive approach to discipline, counseling therapy by leaders, and neutral grievance managing committee. It is also assumed that hot stove rule is the best remedy to avoid disciplinary actions.
Research limitations-
It has been recognized that there is a need of a more comprehensive research by means of other methods of data collections (qualitative and quantitative) to ascertain the real scope of the fair disciplinary procedure in the workplace and also to unearth the reasons behind any violation and misconduct.
Practical Implications- HR management must design effective guidelines for the implementation of positive discipline in organizations. The positive approach to discipline fixes disobedient employee behavior through support and top management. The positive approach philosophy ensures lasting positive employee behavior when discipline is handled without resentment. Some of the suggestions have been made in the light of the interviews for better implementation of the disciplinary procedures as: There must be a process time frame for the disciplinary procedure. The investigation must be completed expeditiously. There must be an adequate dissemination of the rules and standard operating procedures. A culture of positive approach towards discipline should be facilitated and followed in the organization. The ^red hot stove rule^ should be applicable in the organizations as a policy that focuses on early warning, consistency, timely and immediate action for all. Ethical training s must be given to all employees especially the new
Keywords: Disciplinary Actions, Public Employees, Hot Stove Rule.
