Employee Relations Report: Discipline, Wellbeing, and Case Analysis

This report delves into the critical aspects of employee relations, focusing on the role of discipline in managing these relationships and its profound impact on the psychological well-being of employees. It explores the determinants of an effective disciplinary process, highlighting the importance of clear rules, consistent enforcement, and fair treatment. The report examines real-life examples and analyzes a case study through the frameworks of ACAS and Omani Laws, illustrating how disciplinary actions can affect employee performance, morale, and overall workplace harmony. It covers a wide range of topics including the importance of employee relations, disciplinary rules, discipline in organizations, real life examples, impact of discipline on the psychological well-being of employees, determinants of an effective disciplinary process and case analysis through ACAS and Omani Laws. The report concludes by emphasizing the need for organizations to foster a positive and supportive environment to enhance employee productivity and achieve organizational goals.

Running head: EMPLOYEE RELATION
Employee Relation
Name of the Student:
Name of the University:
Author Note:

Table of Contents
Introduction......................................................................................................................................3
Role of discipline in managing the employee relations...................................................................3
Discipline in organizations..............................................................................................................5
Real life example.............................................................................................................................7
Impact of discipline on the psychological well-being of employees...............................................7
Determinants of an effective disciplinary process...........................................................................8
Case analysis through ACAS and Omani Laws..............................................................................9
Conclusion.....................................................................................................................................12
Reference.......................................................................................................................................13

Introduction
Each and every employee in an organization or a workplace maintains a certain type of
relationship with the other employee or the colleagues. The relationship can be either bad or
warm. The relationship can exist between the different hierarchies. It can exist between the two
members of the management, between the superiors and the employees, and also between the co-
workers. It is important to mention that organizations pay a lot of attention in marinating a
healthy relationship with the co-workers and the employees so that the employees can deliver
their best performances. A worker or an employee of an organization spends a lot of time at the
workplace and the fellow co-workers are the ones that a particular employee spends most of the
time with (Leat 2012). Thus, there is a less chance and at the same time, an organization cannot
let the employees fight among themselves. Misunderstandings and the conflicts that arise in a
workplace and these tensions only reduce the productivity of the employees. No individual
employee can work alone and thus he needs guidance and support from the fellow workers to
come out with an innovative idea that will help best to deliver (Ali, Lei and Wei 2017). This
study is based on a critical argument on managing the employee relations; the impact of the
discipline on the wellbeing of the employees; application of the Advisory, Conciliation and
Arbitration Service (ACAS) in the discussion of a case study.
Role of discipline in managing the employee relations
Disciplinary rules and the discipline has long been recognized as the major dimension in
the management of the employment relationship. The employment relationship and the along
with the interaction between the parties can be seen to produce a wide number of the employee
relationship outcomes within an organization. At a certain level, it can be found that the
outcomes can be purely perceived as the practices, procedure, processes. For example, employee

relation helps in conflict resolution through the participation of the employees, involving the
employees in the decision making decision making, control of the labour process, management
of discipline and handling of the grievances or the achievement and pursuit of the equal
opportunities (Nikoloski et al. 2014). In an organization, the presence of a human element is one
of the very critical and productive assets that requires the special management. An organized
social structure includes the clearly defined patterns of discipline and activity, and this must be
related functionally to the purpose of the organization. The human behaviour, as well as the
social sciences, are difficult to analyse and explain. Individuals are unique and unpredictable
along with the distinct beliefs, perceptions, objectives, aspirations, attitudes, characters. Issues
are likely to arise when there is an inability to manage the social elements that bring with it failed
to achieve the goals, disorders and conflicts. The sound relationship between the employees and
the management depends a lot on how it is regulated by the upper management. Thus, standards
of code need to be maintained and these rules must be realistic so that the workplace is properly
maintained. Rules that govern the taking drugs at the workplace, drinking in the workplace,
gambling in the company premises, vandalism, theft, insubordination are all directly related with
the general wellbeing and productivity of an organization. It is important to note that the most
unpleasant role played by the leader of an organization is to enforce disciplinary action upon a
rogue employee. The main motive for enforcing the disciplinary action is to modify the
behaviour of an employee. The process of discipline entails with it the provision of learning.
Discipline is a training process, however unlike the training process which is job oriented. The
main purpose of discipline is to teach responsibility rather than evoking the obedience to the
employees. Discipline within an organization consists of the settings that are clearly defined and
with the clearly defined limitations for the employees. The discipline for the employees includes

the information that prevents and hinders to not to do. The most striking thing about the
discipline is that it does not provide any information about the preferable behaviours.
Disciplinary policies are framed so that it can act as a guide and orderly conduct so that the
organizational goals are achieved (Nwinyokpugi 2015). Discipline can be considered as an
action that has to be exercised properly in order to discipline the behaviour of an employee. The
Disciplinary guidelines are framed so that they can be used to maintain a standard and this must
be imparted to the employees through the proper communication channels.
Discipline in organizations
Discipline is vital for every organization that works hard to stay ahead in market
competition. This is vital for any firm that wants to run smooth. It at the same time vital because
of the harmony and the peace in an organization so that the clients, customers and employees
work in a harmonized way. Discipline in organization is described as the force that pushes the
nation, organization and individuals to set the regulation and the rules that are considered vital
for the efficient and effective performance of an organization.
Discipline in an organization can be instilled through the following ways: Regulation and
the rules should be clearly stated: in order to instil discipline into an employee there should be
clear mention of the regulation and the rules that stipulate of what is expected and things that are
not expected from employees. A perfect piece of information can be an employee handbook have
a clear mention of the dos and they do not (Apalia 2017). The regulations and the rules should be
constantly reviewed and updated. This will set aside the rules that no more work with the new
scenarios and environment. The regulations and the rules should be enforced without any kind of
discrimination. In order to have discipline in an organization, the general rule should be made for
each type of defaulter. The rules must be properly communicated so that discipline is maintained

in a firm. The rules must be clearly defined and mentioned and put on notice. This will help in
the proper dissemination of the regulation and the rules (Suci and Idrus 2015).
The several causes of the indiscipline in a firm can be attributed to the regulation and the
rules as well as the disciplinary actions against the defaulters. The several causes of indiscipline
are as follows: Favouritism- Most of the discipline enforcers and the managers favour certain
staffs in their decision making. There are several instances when the staffs commit an offence
and they are punished. Lack of proper communication- If the rules and the laws that govern the
employment of the staff are not transparently communicated then there is a sure chance of
disorder in an organization or a company. Inefficient leadership- for each and every section in a
workplace, the leader guides and supervises the work done in an organization. The leader
monitors as well as instils the discipline to his subordinates. Low motivation and morale within
the staffs- when the employees are not motivated and enthused than the morale of the employee
becomes low and the productivity reduces. This affects the discipline and the way of the work
(Apalia 2017).
Disciplinary actions in a firm are an integral part of any organization that promotes
discipline. The important part of reducing the disciplinary actions in a workplace is to punish the
offenders that commit the mistakes. Some of the disciplinary actions that can be taken by an
organisation are as follows: warning given vocally- the offender can be warned vocally when the
offence is not a serious one. The human resource manager can invite the person to talk to the
offender personally and can be warned to not to repeat such an act. Written warning- When a
mistake is committed by an employee and is not an offence at all, then the employee can be
warned verbally and at the same time can also be warned through a written response (Hasina and
Islam 2014). Loss of entitlement- an offender can also be punished by a signing of his or her

entitlement. Even in certain cases the allowances, bonuses may not be paid as punishment for the
indiscipline a person has done. Suspension- if the employee has committed a strong then he can
be suspended without giving any pay. the suspension can have a time period of 2 or more months
without pay depending upon the offence. Demotion- demotion can be done to employees from
his or her position due to an offence. This can be done when an employee is repeatedly
committing a mistake without having any remorse. Dismissal- this kind of punishment can be
given only to the employee that has been found to be involved with the illegal business, stealing,
fraud. This kind of action is taken on an employee that leaves no other option (Hasina and Islam
2014).
Real life example
This is a case of Mr Morgan and the major facts that matter are as follows: Plaintiff is an
ex-school janitor and she claimed to have a disability. The school has already warned and
disciplined the plaintiff regarding his performance and was told that he would be fired if the
condition did not improve. All this happened before the plaintiff informed his employer that he is
having a disability. Plaintiff decided to take a disability leave. After plaintiff resumed work from
the disability leave, the employer of plaintiff provided him with some instructions in a written
form about the job duties and the expectations from the plaintiff. Plaintiff was later fired.
Impact of discipline on the psychological well-being of employees
The organizational rules are the regulations and the rules that work as strategies that instil
good conduct of the employees. Psychological wellbeing is a very subjective term and the
wellbeing of an employee increase due to the growth of the well-being; satisfaction at work and
the interpersonal relations at work are becoming increasingly relevant. There are certain facts
that can be summarized from the physical well-being of the employees: The social wellbeing

through the noneconomic indicators matters a lot. Some examples of non-economic indicators
are supported for human rights at the workplace, social capital and democratic management. The
economic results are expected to form the wellbeing of an employee. The employees that exhibit
the wellbeing accrue more success and benefits in comparison to those that have less wellbeing.
The employee that have the better quality of social relations have the higher wellbeing. The
happy people more often are found to live in a well-functioning family. The employees are also
found to have a health and a better life. With respect to the general economic situation, the
higher wellbeing has a general economic situation (Žižek and Mulej, 2017).
The psychological well-being of the employees can be maintained and managed
effectively bringing discipline in the workplace. The performance level of an employee can only
be achieved by an employee when an employee is externally pushed and forced to work. This
can be effectively related to the fact that the psychology of an employee gets aligned with the
workplace discipline. The alignment can be expected from the combination of an employee to
accept the punishment, ability to carry out the different task, compliance with the unwritten and
written regulations, loyalty, appreciation and respect. Employee discipline is vital and for the
activities to run smoothly and accordingly with the general mechanism. This, in turn, prevents
the employees psychologically to prevent them from acting against the disadvantages of a
company (Arsyad 2014).
Determinants of an effective disciplinary process
Discipline is the key and the various factors that act as a determinant for the effective
disciplinary action are as follows: Supervisors training is necessary- the power of executing and
enforcing discipline must be in the hands of the individuals that are trained and must know when
to use the power when an offender commits a mistake. It is highly necessary and that the

supervisor needs to be trained so that the decisions are taken in a precise way. Discipline
centralization- no one can be over law and it has to be same for all the employees and the
managers. An organization must employ laws that are consistent and uniform throughout the
workplace. The uniformity leads to the effective enforcement of the procedures of discipline
(Knight and Ukpere 2014). Impersonal discipline- discipline needs to handled impersonally. The
managers must work hard in order to reduce and minimize the judgement of an offender's
background rather than the judgement must be focussed on the offence. Review of the discipline
decisions- the decisions must be reviewed first before its implementation so that the arbitrariness
can be reduced. Disciplinary actions must be prompt- the effectivity of the disciplinary actions
must be prompt so that it can be effective. The longer the time lag of the prompt action the less
effective a disciplinary action becomes. Discipline must be consistent and flexible- the managers
that are actually in administering the disciplinary must take into account the actions taken in the
past. Consistency in the discipline is a good measure that helps to set the limits and informs the
people about what discipline is leading to uncertainty and confusion. Documentation- effective
discipline needs written record keeping in an accurate way (Knight and Ukpere 2014).
Case analysis through ACAS and Omani Laws
a. The decision of David relating to the disciplinary action of dismissing Mr Frank for the
gross misconduct of punching Mr Lee and getting intoxicated at a company event. Mr David also
undertook a decision of passing a judgement in which Mr Lee was only given a written warning.
The decision passed by Mr David is not appropriate and just because Mr Frank was not the only
person who was involved in the misconduct. Initially, both Mr Frank and Mr Lee were involved
in an act which was not according to the company standards. Both of them got intoxicated in an
official program and thus they both deserve to be looked and judged upon in an unbiased way.

Initially it was Mr Lee that gave Mr Frank a kneeing at the back of the leg, however, Mr Frank
did not reciprocate the same way. It was only for the second time, that Mr Lee again kneed Mr
Frank and then he reciprocated with a punch on the face of Mr Lee. The decision of dismissing
Mr Frank was not justified because it was one-sided and the company was inclined to punish Mr
Frank whose act was visually more pronounced. The actions of Mr Lee fall in the same category
of provoking and disturbing the other employees.
b. the disciplinary process that is initiated by the company was not in accordance with the
ACAS (Advisory, Conciliation and Arbitration Service). Firstly, before taking the disciplinary
action against both the employees the facts regarding the series of the incidents need to be
established without the delay. The ACAS has mentioned that when a case of misconduct arises
then people should carry out the disciplinary hearing and investigation. The disciplinary action
was taken; however, it was not explicitly notified to both the employees (Acas 2018). Meetings
should be held with both the employees so that both the Mr Frank and Mr Lee can get the time to
prepare their own case. The employee has the right to be accompanied during the disciplinary
meeting. The final decision is also not done according to the provisions mentioned in the ACAS.
It is mandatory that the employee must be informed about the disciplinary action and also point
out that the decisions are justified. Also, it is mentioned in ACAS that if an employee is found to
be guilty of a misconduct then in the first instance the employee must be served a written notice.
The repeat of the same offence, however, leads to harsher punishment. Finally, it is essential that
the employee is provided with the chance of appealing if the offender feels that the disciplinary
action taken against them is unjust and wrong (Acas 2018). Considering the codes of practice on
the disciplinary action of an offender, it is important to mention that the procedure followed by
the company in the whole procedure of the disciplinary action. Mr Frank unnecessarily faced a

notice of dismissal, whereas the procedure followed was strictly not in accordance with the
ACAS. According to the Oman labour laws (Article 120), an employer that refuses to lay down
the procedures of grievance and complaints is liable to be punished (Oman Labour Law 2018).
c. The decision taken by David is not justified as it has been already discussed in the part a. If I
had been into David's position, I would have taken a different judgement regarding the whole
scenario. First of all, the degree of punishment varies with respect to the offence done. Regarding
the initial set up of the case study, I feel that Mr Frank was unjust fully imposed a disciplinary
action. Rather the activities of Mr Lee were taken lightly and he is only served a written warning.
The conduct of the whole disciplinary proceeding is not done in a transparent way and both the
employees were not even the part of the whole proceeding. Mr Lee is actually accused or
provoking Mr Frank and if Frank is dismissed then, Mr Lee also deserves the similar kind of
punishment. With respect to the ACAS handling of the grievances, the employer must have the
knowledge of the grievance and in this case, the employer knew the grievance of Mr. Frank. The
employer did not have any formal discussion with Mr. Frank regarding the grievance. The
employer was not accompanied along with the during any conduct of the meeting. Mr. Frank’s
grievance was not entertained by the employer and thus subsequent procedures which comes
after the acceptance of the grievance is not applicable in this case. It is however important to note
that the grievance of Mr. Frank was not accepted by the employer and this is a violation of the
grievance redressal in the workplace with respect to ACAS (Acas 2018).

Conclusion
Thus, from the above study, it can be concluded that the discipline in the workplace is the
best way to control, manage and enhance the working capability of employees. The capability
and the disciplining the employees is necessary if an organization wants their employees to help
in achieving the organizational goals. Organizations find it beneficial to discipline their
employees and this increases the proper working environment at the workplace. This assignment
also includes a case study which describes the two characteristics that is actively involved in
tarnishing the image of their company. The employer thus decided to dismiss one employee and
serve a written notice to another employee.

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