No abstract

Using the results obtained from a small-scale, exploratory study of the internal dynamics of the disciplinary process, two issues are addressed: whether the disciplinary experience results in the disciplined person's internalising and/or observing an organisational rule; and the extent to which this is affected by the way the disciplinary process is handled. It is tentatively concluded that discipline can achieve the outcome of rule internalisation and/or observation, but it does so for only about half of those formally disciplined; for the remaining half, there are ongoing tendencies towards rule breaking. Explanations for this state of affairs are located in two important features of the internal dynamics of disciplinary handling. The first is the implicit use of a `conditioning by punishment' paradigm, which is applied within a context where punishing stimuli are largely ineffective in shaping behaviour. The second, which flows from the first, consists of managerial styles that often create an impression in the eyes of the disciplined person that retributional motives are at work.

Argues that because of a number of significant changes in the last ten years, individual issues such as grievance and discipline should now become more prominent concerns of industrial relations research. Some important differences which distinguish discipline and grievance are identified, and a conceptual model of the potentially complex internal dynamics of discipline is given. This is used to highlight a number of important implications for the formulation of disciplinary policies, and for the training of those responsible for handling procedures. Finally, the model is used to develop a research agenda which identifies some of the more pressing topics on which information is required to help to unravel the complex nature of discipline.

This paper reports the results of a follow‐up study to two linked articles appearing in earlier issues of this journal. It examines the relative influence of factors affecting the approach of supervisors or managers to dealing with disciplinary or grievance incidents. For discipline the most influential factors are identified as: the inconvenience of the employee rule transgression and the length of an employee’s service, with comparatively minor effects for employee gender, manager gender, prior training and experience in handling issues, and whether an organization is unionised. With grievance the most influential factors are: the challenge to management authority of an issue, length of employee service, employee gender and to a lesser extent the age and gender of the manager, and whether the organization is unionised. Implications for future research and the training of supervisors and managers are then outlined.

Using results from an empirical study of four trade union branches, evidence is presented to show that over time, activist attitudes towards management become more favourable, and views of rank and file members less favourable. These results are then supplemented by further information which explains why these attitude changes could have taken place. Finally, it is argued that the results give little support for the idea of incorporation and that changing attitude patterns were more indicative of bargaining relationships between activists and managers which had matured and become stronger with time.