Workers Time Discipline

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Table of Contents

Abstract
Working Time Policy and Procedure
Problems encountered by workers
Reasons for the decline of the workers’ time discipline
How to improve Workers time discipline
Conclusion
References

Abstract

Worker’s time depends on different institutions and companies. An employee should work for an average of thirty five to forty eight hours per week. This translates to about five to eight hours a day with a day off. Working time addresses functioning hours of the staff or the outline of work.

Before one is employed, the working time should be stipulated in writing together with other employment rules (Golden 2002, p.256). An employee can work for more hours but it should be voluntary. An agreement can be made between the employee and the management for overtime. One cannot be fired for refusing to sign an overtime sheet. Both parties, with notice of seven days can cancel the overtime agreement.

There are some situations where the working time is not measured. Domestic workers in private households work for long hours since they wake up earlier than others do and in most times sleep late. In the police force or the armed forces, in case of an emergency, workers may be called back to duty in some circumstances (Golden 2002, p.258). Some activities in the industry or company are included in the workweek. These include:

Industrial and Company training
Travelling time from one branch to another and for those in the sales industry
Business lunches

Some activities may be in the place of work but they do not count in the work time. These include:

Travelling time to and fro
Training that is not related to the company
Lunch breaks where work is on hold

Working Time Policy and Procedure

The working time policy sets down the minimum hours relating to the working time. The policies impose tasks to the managerial team and the workers to make sure they observe the operational time (Blyton & Noon 2007, p.130). Workers should work for an average of 48 hours and rest breaks should be offered subsequent to every 6 hours.

Every worker is liable to a 4 weeks yearly leave. Workers working at night should work for an average of eight hours in every 24 hours. The working time policies set by private and government agencies cover all workers. The working time is when the worker is working carrying out duties and activities of the employer (Blyton & Noon 2007, p.132).

Employees are obligated to report at their working stations on time and on scheduled days or hours without failure. In case of absenteeism, the employee is required to notify the management in advance. The employee must also take the breaks as stipulated in the work time policies (McCornell 2005, p.278).

In case the employees wish to work on overtime, they should notify the management in advance. The employees should also make sure they record on the time sheets and observe the working hours.

The management is responsible for arranging and scheduling working hours and recording the hours worked by each employee. The management should arrange meetings with the staff to discuss on the working time and overtimes.

According to the working procedures, a worker should take a break of at least 20 minutes after working for six successive hours (Blyton & Noon 2007, p.157). After twenty-four hours, a worker should have rested for eleven successive hours.

A worker should have a weekly rest of twenty-four hours uninterrupted in addition to the successive eleven hours. Workers take the breaks according to the arrangements confirmed by the management and regarding to the requirements of different departments.

Problems encountered by workers

Finding a job is becoming more complicated as days go by. A big percentage of those who have stable jobs are not happy with them either because of the management, the salaries or they are overworked. However, they cannot quit since it would be impossible to find a new job.

The management knows that the workers are desperate to stick to their current positions no matter what happens. Workers are forced to work for overtime yet whatever they earn from the overtime is minimal. Workers are required to give more precedence to employment than their families.

Many employees have encountered partiality in their working institutions (Blyton & Noon 2007, p.168). The management favours some employees more than it favours others. Some employees work in the same department and conduct the same responsibilities yet the salary is different. Other workers get more holidays and free time than others do.

Employees may also suffer unnecessary cut-offs from their salaries for absenteeism and yet no money for overtimes. Employees may also work for long hours, however, the management does not appreciate the work done. Some may be paid for overtime whereas others are not paid.

The management takes advantage of some employees by issuing threats of firing them if work scheduled is not completed. An employer may schedule a lot of work to be completed with less working time. This may call for an unpaid overtime.

Employees may be forced to work under unfriendly conditions (Boulin 2006 p.86-89). An employee can be forced to enter data into a computer with a faulty keyboard to avoid the sack. Places with many distractions reduce the workers output. A good work place should be free from noise and should be well planned to avoid disorders.

When a worker is not appreciated and valued, the commitment level depreciates. This may be on the issue of the salary paid after a job. Employees who feel they are not appreciated are less motivated and work just to please the employer. Most companies overwork their employees by ‘rewarding’ them with more work after they finish their scheduled work on time.

Employees who work in negative surroundings and those who suffer from the hostility of other employees experience emotional fatigue. This may lead to blood pressures and headaches. A worker may suffer emotional breakdown when the employer reschedules a project that the worker had already started working on.

Some companies go against the law and restrict the members from joining Trade unions. This causes many problems to the workers since they cannot lay down their grievances. Due to this, the workers suffer from oppression and they are overworked. Trade Unions should request for private meetings with the workers to pay attention to the problems they face.

Reasons for the decline of the workers’ time discipline

The decline in workers’ time discipline can be connected to lack of motivation among the employees. Lack of motivation in employees affects their behaviour and the way they work. The management also contributes to the reduction in the time discipline in the way it handles the employees (Golden 2002, p.280).

When employees are supervised for long hours, they lose morale in their work since they perceive to be in a kind of slavery. Workers discipline also reduces when workers are overworked and yet the wages are low. Some workers indulge in drinking habits to reduce stress after work. This may result in absenteeism and reporting late to work.

Lack of good communication among the employees and the management also contributes to lack of time discipline in the place of work (Boulin 2006, p.200). When rules and regulations are not followed, the output of the employees is reduced.

How to improve Workers time discipline

Managing the workers time discipline is one tricky experience that is faced by the management. Behaviours among the employees suggest the conditions of the working environment. Breaking of rules and the workplace misconduct should not be entertained.

Proper discipline measures should be set and made known to the employees in case they do not observe time and their responsibilities. Employees must keep time as stipulated on their schedules and in case of any complains or compliments, the employees should use the correct channel to address their issues to the management (Frey & Osterloh 2002, p.180).

Before disciplining employees, the management should inform them the reasons behind their dissatisfaction. The management should also give time to employees so that they can offer explanations as to why they broke the rules. Where necessary, the employee should be given time to rectify the problem.

The management should ensure that workers get enough motivation in the work place (Hiam 1999, p.70). Supervision in the work place should not be reduced since the supervisors support the employees when there are problems at the work place.

The important thing for supervisors to do to motivate the workers is to identify their achievements. Employee motivation creates a contented labour force. Motivation can also be done by appreciating the employees. The management should be specific on the issues they are appreciating the employees for performing.

The employees are also motivated when they are recognised (Hiam 1999 p.73). When presents are rewarded to employees for their achievements, they get motivated and work on improving their output in the company. Other employees not rewarded will also work hard to have their names on the list for the next awards. The management should inspire the employees and inform them of the set goals and the purpose of the company.

A company that is making huge profits will always receive many applications from those willing to join since many want to join recognised companies. The management should stipulate the companies’ mission and always be passionate about it. Companies should have systems set to boost employees’ motivation since not all workers are motivated by the same factors.

The management should also boost the employees motivation by emphasising fitness in the workplace and offering training on how to keep fit. This can be through gym services and sports after work or on weekends. This greatly reduces stress and the monotony from work.

Employees’ health should also be checked since employees in good health deliver more. Guidance should be offered to employees on how they can reduce stress. Motivational speakers should be brought in to advice the employees on how to reduce stress at the workplace (Frey & Osterloh 2002, p.170).

The employees are also to blame for the problems in the work time discipline. The management should ensure that the company rules and regulation are followed to the letter. The employees should have the rules handbook offered to them at the time of employment. The jobs offered to the workers should also be clearly specified.

Clear guidelines on how the work is to be done should be given to the employees and in case of any problems; the employees should feel free to contact the management for clarifications. The management must ensure that the guidelines are documented in time, that is, before the employees are assigned where to work. Keeping the records of the employees discipline and their medical records is also important.

Discrimination among employees is an issue that greatly reduce employees’ motivation. The management should be impartial and should treat all workers equally (Macdonald & Daniels 2005, p.107). Conflicting treatment of workers confuses the staff and creates hostility between workers and between the workers and the management.

When addressing issues of discipline among the workers, the management should be frank and honest. The management is required to give evidence of the allegations levied against the workers (Grote 2006, p.95). The management should not be partial and all sides the employees should be given time to express their feelings and contribute to the issue.

Every employee should sign disciplinary letters to ensure they are committed to the rules and policies of the company (Guerin & Delpo 2011, p.104). Ample time must be given to allow the employees to read and understand the rules before they sign them. Employers may be forced to use disciplinary measures against the employees if they:

are absent from work without proper reasons
use abusive language at the place of work, either to other employees or to customers
fight and cause commotion in the workplace
damage company’s machinery or materials
are not loyal to the employer
are negligent of their duties and responsibilities
do not observe their work schedules and leave their place of work before time
are incompetent
are involved or organise any illegal strike
are immoral and obscene
take drugs and use intoxicants
Abuse the management.

Disciplinary procedure among the employees should begin with an oral warning or in writing, suspension and then the sack (Guerin & Delpo 2011, p.65). The disciplinary procedure also stipulates the punishments and the time limits for successive crimes. Good communication skills between the employees and the management ensure that more offences are corrected rather than punished.

To reduce monotony from the workplace, the employers should ensure that the workers get involved in extracurricular activities after working hours or during breaks. The company can organise luncheons, where the employees interact with the management. The management can also organise sports between the management and the workers.

A company can also send its employees to motivational seminars, which help in boosting the workers confidence and morale. Companies can also offer to pay for workers’ training in different fields. The trainings should be offered depending on the workers’ capability and points of interests. Forcing workers to work away from their areas of expertise demoralises the workers and leads to depression.

The involvement of Workers’ Trade Union ensures that workers are not overworked (Maxwell 2002, p.98). Workers are advised to join and become members of these trade unions since they fight for the workers’ rights and reduce oppression. The trade unions fight for improved working conditions in the companies.

The unions fight for improved salary and wages among employees depending on the economic status. Collective consultations between the union and the company determine employees’ contracts and disciplinary procedures.

After an offence, the time taken to discipline the employees should be short for discipline to be more efficient. The procedure used in administering the discipline should be consistent. Inconsistency demoralises the employees and leads to complaints. Impartiality should also be addressed when administering disciplinary procedures.

The employees should feel they are punished for their behaviour and not because of the link between the workers and the management. Discipline to the workers should be administered in private though there are some issues of insubordination that require discipline in public for the supervisor to emphasise control. After disciplinary action is taken against workers, it is necessary to take records and inform other management authorities.

Conclusion

For a company to have an effective working time discipline, good communication between the management and the employees should be emphasised. Employers should realise that it is because of these workers that their companies are running effectively and efficiently.

They should know and uphold the company policies and rules to keep the companies running. The employees should learn to observe these policies and work according to their schedules. Working time should also be observed on both sides and strict measures taken for delays.

The company should also design motivational skills and procedures to reward the employees for good service delivery. Sending employees to seminars, this may be to other countries, greatly improves their confidence.

Workers seminars should be encouraged so that workers can relate with those from other companies and share ideas. This helps in boosting their self-confidence and sell the companies’ image and policies to other institutions.

References

Blyton, P & Noon, M 2007, The Realities of Work: Experiencing Work and Employment in Contemporary Society, Palgrave Macmillan, New York

Boulin, J. Y 2006, Decent Working Time: New Trends, New Issues, International Labour Organisation, Switzerland.

Frey, B. S, & Osterloh, M 2002, Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives, Springer, New York.

Golden, L 2002, Working Time: International Trends, Theory and Policy Perspectives, Routledge, London UK.

Grote, R. C 2006, Discipline Without Punishment: The Proven Strategy That Turns Problem Employees Into Superior Performers, AMACOM Div American Mgmt Assn, New York.

Guerin, L, & Delpo. A 2011, Dealing With Problem Employees: A Legal Guide, Nolo, Berkeley, CA.

Hiam, A 1999, Streetwise Motivating & Rewarding Employees: New and Better Ways to Inspire Your People, Adams Media, Massachusetts, USA.

Macdonald, L, & Daniels, K 2005, Equality, Diversity and Discrimination: A Student Text, CIPD Publishing, London.

Maxwell, N. L 2006, The Working Life: The Labour Market for Workers in Low-Skilled Jobs, W. E Upjohn Institute press, Michigan, USA.

McCornell, J. H 2005, How to Develop Essential Policies and Procedures, AMACOM Div American Mgmt Assn, New York.

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