Q. Discuss the use of disciplinary measures in human resource management? Human resource management is the backbone of every business. From a business perspective, human resource management does many things: as a strategic partner in the business structure, handling job analysis, employee testing, recruiting and hiring, training and developing employees, establishing salary evaluation techniques, career management and establishing employee compensation. . Let us not forget that since HRM (Human Resources Management) takes care of employees, it must also discipline them when they create problems. A disciple learns self-discipline by observing a disciplined teacher. Likewise, employees learn discipline from their supervisors. What the supervisor chooses to teach them is a choice; he may model respect, compassion, and responsibility, or he may behave in an arrogant, humiliating, and insulting manner. Common categories of disciplinary issues are attendance, poor performance, or misconduct. Attendance problems include unexcused absences, chronic absenteeism, unexcused or excessive tardiness, and leaving without authorization. Poor performance includes failure to complete assigned tasks, production of substandard products or services, and failure to meet established production requirements. Misconduct includes theft, falsifying an employment application, willfully damaging organizational property, and punching another employee's time card. An employee who does not meet the agreed standards or who does not follow the understood rules is subject to sanctions, i.e. disciplinary measures. The dirty secret of management is that most business owners hate disciplining employees who fail at work; they tend to put it off until later, hoping that the problems will resolve themselves. But things are only getting worse. Most contractors have limited experience getting a positive response when disciplining their employees. Traditionally, struggling workers were simply fired. Perhaps the boss followed a scripted "disciplinary procedure" suggested by lawyers to avoid possible wrongful termination suits, but the emphasis on actual change in employee behavior was rare. Disciplinary action When a problem occurs, the manager/supervisor will need to determine the severity of the problem. the situation and the appropriate response. In making this decision, the manager/supervisor must be fair to the employee. Being thirty minutes late for work for the fourth time in two weeks should be treated differently than being thirty minutes late for the first time in two years. An employee should be disciplined because of what they have done, not because of who they are and never because of their race, color, sex or any other reason. Some factors to consider when making this decision include: Background What the employee is like ??