Basic levels of labor discipline. Performance discipline management. Three levels of labor discipline can be distinguished

Therefore, we can distinguish three type of disciplinary offenses:

• culpable violation by an employee of technological standards ( technological);
• culpable failure or improper compliance by the subject labor law norms of subordination and coordination in the process of labor management ( managerial);
• culpable failure by the subject of the labor relationship to comply with the rules governing working time and rest time ( sensitive, i.e., violating the “working hours” - Art. 100 Labor Code of the Russian Federation).

The type of disciplinary offense affects the procedure for establishing circumstances indicating non-compliance or improper compliance by the employee with his labor responsibilities.

Thus, when producing defective products, the employee’s guilt is established in case of violation of technological standards, absenteeism, being late for work, or unproductive use of working time (guilty violation by the employee of working hours). The investigation of managerial misconduct involves identifying the person responsible for the employee’s failure to comply with the legal order of the head of the production process.

Internal labor discipline is a set of rules and regulations aimed at regulating the behavior of employees. This will be discussed in more detail in the article.

From the article you will learn:

Labor discipline: general information

Compliance with labor discipline is mandatory in all organizations. If workers are not controlled, periodic violations occur, which over time become systematic. This directly deteriorates the quality of work, while workers, seeing that others do not adhere to established norms and rules, quickly adopt bad qualities. The HR manager must monitor compliance with requirements and punish violators.

Labor discipline of employees is considered in four directions:

• postulate of law- discipline is understood as a controlling principle passing through labor standards;
• autonomous institute of law- the essence of all established norms existing in the organization, which are focused on establishing the duration of working hours, routines, relationships among the team, etc.;
• component of legal relations- standards of behavior for employees and the entire team as a whole;
• actual employee behavior- the degree of fulfillment of established norms and requirements contained in the contract.

Labor discipline of workers as an element of labor organization has meaning, goals and objectives. Without it, the normal functioning of organizations of any level and field of activity is impossible. Only if the standards are observed, a productive and healthy environment in the team can be achieved. It is important to develop regulations and familiarize employees with them. When compiling them, it is important to take into account a number of nuances.

The manager or line manager must:

1. draw up the contents of the internal labor regulations;
2. establish the rights and responsibilities of employees;
3. approve working hours;
4. create organizational and economic conditions for work;
5. cultivate a conscious attitude to work.

When drawing up rules you need to rely on:

rules internal regulations(local or industry);

charters and regulations on the discipline of individual employees;

technical rules, as well as instructions;

job descriptions.

All points of internal labor discipline must be specified in the internal regulations. When compiling them, you need to take into account the characteristics of the work, corporate culture, as well as the main goals.

Compliance with labor discipline is the main tool for achieving the following goals:

1. increasing the level of efficiency of employees, as well as the entire team as a whole;
2. increasing labor productivity;
3. ensuring reasonable use of working time;
4. maintaining safe and comfortable conditions;
5. promoting occupational safety and health.

Compliance with labor discipline is a way to achieve high labor performance and minimize possible accidents at work. It is especially important to maintain discipline in industry, where people work with complex mechanisms and machines. If nothing terrible happens in offices due to violations, then in production emergency situations may arise, during which people may suffer or be seriously injured.

Compliance with labor discipline and methods of ensuring it

Without issuing an order on labor discipline in a team, without developing labor rules and familiarizing employees with them, it is impossible to demand that employees comply with unspoken norms. All rules must be recorded! This issue must be approached as responsibly as possible, because the well-being of the organization directly depends on it. After implementing the requirements, you need to analyze the level of implementation.

Three levels of labor discipline can be distinguished:

high - absolutely all requirements are observed by the vast majority of employees;

medium - compliance with standards is observed, but some employees periodically commit violations;

In order for the strengthening of labor discipline to be noted, it is necessary to take all measures that contribute to this. The manager must develop a punishment scale with which employees can assess their guilt. At the same time, employees who try to follow all the rules should be encouraged. There are several ways to do this.

Promotion- public recognition of the merits of individual employees, awards. As a rule, incentives mean monetary rewards. As an alternative, gym memberships and gifts are used.

Cash bonuses in the form of bonuses are issued for the successful completion of work over a certain period of time, but on the condition that the employee has not committed violations. The size of the bonus should be selected taking into account the fact that the award is aimed at stimulating, so its size is determined individually in each specific case.

Moral incentive - effective method improving labor discipline. Not all employees are interested in financial rewards, so they prefer certificates, titles, and other thanks.

Usually, in order to strengthen labor discipline, individual employees are encouraged, but if the entire team strictly adheres to the established standards, it is impossible to single out anyone in particular. Subsequently, dishonest reward will lead to a deterioration in the psychological climate, a decrease in motivation and loyalty. If the organization cannot give bonuses to everyone, you can reward employees with certificates or small memorable gifts.

Control of labor discipline: methods of ensuring

The organization must constantly monitor labor discipline, and if systematic violations are identified, work should be carried out both with individual employees, and with the whole team at once. If you do not pay attention to minor deviations from the rules, they will subsequently become large-scale. In some organizations, explicit leaders provoke others to violate discipline, which should be stopped immediately.

Opinion of expert Dmitry Kuznetsov, director of personnel management at HotSupport

Sometimes radical measures are inevitable: the HR director fired the informal leader, and the problems with discipline disappeared

The incident occurred in a large holding company. New leader HR departments fired a specialist who had been working in the company for a long time. Protesting, the team began to violate discipline en masse. To maintain the team, the HR director focused on two things - individual conversations with subordinates during work hours and informal communication, say, going to the cinema. As a result, the HR Director identified an informal leader who started the mess. After talking with him, the head of the personnel service concluded that the troublemaker needed to be fired. After dismissal, it was indeed not difficult to restore discipline.

Monitoring employee labor discipline is aimed at identifying all violations:

1. deviations from labor protection rules;
2. absenteeism;
3. systematic delays;
4. early departures From the job;
5. embezzlement or theft of property;
6. refusal to comply with superiors' demands;
7. failure to fulfill official duties.

Monitoring labor discipline of personnel, and considering principles of its organization, the manager must:

form able-bodied and cohesive teams;

make a list of general or personal rules;

increase the level of organizational skills of managers.

All erring employees must be punished. This can range from penalties to statements, reprimands and dismissal. In some cases, violations are entered into a personal card, and the employee can also be fired under the article by making a corresponding note in work book.

When monitoring labor discipline in an organization and noticing shortcomings, you need to show loyalty and take into account extenuating circumstances. If an employee has committed violations for the first time, you can have a preventative conversation with him or ask him to write an explanatory note. Usually this is enough.

Control of labor discipline of personnel: sample order

The employer must issue an order on labor discipline. Today there is a unified form order is not provided, so it can be filled out in any order, but basic information must be indicated. The employer can use standard sample or prepare the document yourself.

Order on labor discipline: sample

1. order number;
2. publication date;
3. employer's name;
4. Full name and position of employees or individual;
5. an indication of all the circumstances that served as the reason for issuing the order.

The order may reflect control of labor discipline of personnel, encouragement or punishment of specialists, and strengthening of diligence. Accordingly, in case of any changes or violations, a document must be prepared. It should be familiarized to employees who are subject to rewards, punishments, or other measures.

Disciplinary order:

The order on labor discipline, its strengthening and control, contains instructions from the employer regarding the need to create a commission. Its main function is increased control over all employees of the organization. All violations are recorded and transferred to the manager. This measure allows you to improve the performance of employees and increase labor productivity.

You might be interested to know:

Currently, strengthening labor discipline requires strengthening labor motivation. Work motivation is a determining factor in the inclusion of the interests of each individual in productive work, regardless of the form of ownership and field of activity of the organization. Work motivation is influenced by psychological and moral influence on participants in the production process (persuasion method), material and moral and legal incentives, the provision of various benefits and advantages (incentive method), as well as disciplinary measures applied to violators of labor discipline, and property measures. nature in the form of compensation for damage by the parties to the employment contract (coercion method) See: Labor Law of Russia: Textbook / ed. A.M. Kurennogo. M.: Yurist, 2008. P.79..

In my opinion, an important means of increasing labor discipline is the use of various types of incentives for employees. When used skillfully, incentives can be a more effective tool for stimulating employees to work conscientiously than penalties. Encouragement can push and stimulate an unlimited number of people to commit an act approved by society, and the person being encouraged to repeat this act Goncharova M.A. Labor discipline. Legal regulation. Practice. Documents / ed. Yu.L. Fadeeva. // Prepared for the ConsultantPlus System, 2008..

The current legislation provides for a fairly extensive incentive system, which tends to further develop. IN last years it is actively replenished with incentive measures established by federal executive authorities, subjects Russian Federation, organs local government. The law enforcement officer has more opportunities to choose incentive measures that are adequate to the employee’s labor achievements. Thus, by Order of the Ministry of Health and Social Development of Russia dated June 10, 2005 N 400 “On departmental awards of the Ministry of Health and social development Russian Federation" Bulletin of normative acts of federal executive authorities. 2005. No. 31. the “Mercy” badge, the “Excellent Health Worker” badge, and the “Excellent Worker” badge were established social and labor sphere", Certificate of Honor and the provisions defining the procedure for their application were approved.

In accordance with Art. 191 of the Labor Code of the Russian Federation, the basis for the use of incentive measures is the conscientious performance by employees of their labor duties. Conscientious fulfillment of job duties in strict accordance with the requirements for employees provided for in employment contracts, job descriptions, tariff and qualification reference books, instructions and requirements for labor protection and other documents defining the content of the job function performed, in compliance with the current Internal Labor Rules is considered conscientious. routine. As practice shows, this general basis is not enough to develop a system of incentives and bonuses for employees. Therefore, managers and personnel services strive to develop more specific indicators in relation to the specific conditions of production and labor organization at a particular employer. It is at this stage that most difficulties arise. In the absence of standard indicators, the application of incentives to employees is usually very subjective and may have an ineffective effect on the functioning of the incentive system as a whole. In this regard, the issue of developing standard indicators of labor efficiency should be given the closest attention.

The reward system adopted by a particular employer operates effectively only if employees are aware of the principles of its functioning and understand it. Their conviction in the fairness of this system is also of great importance. The rules that regulate the entire procedure for applying incentive measures for conscientious work can be documented in the Internal Labor Regulations, but it is more advisable to do this in a special local regulatory act - the Regulations on the Incentives of Employees.

First of all, it should be noted that the presence of this local regulatory act in the organization is not mandatory. However, it is being developed and adopted by many organizations. First of all, it's convenient. Not every organization has collective bargaining agreements. Overloading the text of an employment contract with a section regulating incentive issues only makes sense if the enterprise does not have unified system incentives for employees and individual types of bonuses are established for each of them. In all other cases, it is more advisable to develop a single document regulating the system of rewarding the organization’s employees and make a reference to this local regulatory act in the employment contract. Secondly, the Regulation on Incentives allows you to document the organization’s expenses for making incentive payments to employees and, accordingly, reduce the tax base for income tax. Thirdly, the mere presence of the Regulation on employee incentives, which outlines the indicators, terms and amounts of bonuses, has a stimulating effect on employees, since they know in advance that if their work corresponds to those specified in this local act indicators, they will have the right to count on additional remuneration Rodina N.V. Regulations on bonus payments to employees // Personnel service and personnel management of the enterprise. 2006. N 3. P. 52..

A very important issue is determining the size of bonus payments. What recommendations are possible here? Firstly, if the management of the organization does not want to act according to a template and wants to independently determine the amount of incentives deserved by employees, we can limit ourselves to the general phrase that the size of the bonus is determined by the head of the organization, taking into account the opinion of the employee’s immediate supervisor. Secondly, it is possible to protect the desire of the head of the organization to benefit his subordinates within certain limits by setting the minimum and maximum bonus amounts. Thirdly, the amount of the bonus can be set either as a fixed sum of money or as a certain percentage of the employee’s official salary.

In my opinion, the percentage determination of the premium size or its minimum and maximum limit seems to be the most convenient. Indeed, in this case, there is no need to constantly make changes to the Regulations on bonuses related to indexing the size of the bonus, and it also allows you to differentiate the size of the bonus for employees depending on the position they occupy and the size of their official salary. You can also enter additional criteria for determining the size of the bonus. In particular, the amount of the bonus may be increased depending on the length of work experience in a given organization.

It is advisable to form a system of factors that serve as grounds for encouraging employees to different categories workers in different ways - taking into account the nature of the work performed, the procedure for recording and standardizing the results of work of various categories of employees. For example, it is advisable to determine a different approach in developing a reward system for employees whose work standards are based on financial and other indicators for the entire organization as a whole and for those categories of employees who have personal standard indicators. Employees can be divided into the following categories: 1) management - administration; 2) middle and junior management - heads of separate divisions, departments, workshops, work groups. For this category of workers, it is advisable to develop standard performance indicators depending on the indicators of the structural units they manage; 3) specialists and technical performers; 4) workers.

The grounds for the application of incentive measures can be supplemented and clarified by a collective agreement or internal labor regulations in accordance with the assigned management objectives. In addition, in the charters and regulations on discipline, the grounds for applying incentive measures, as a rule, are specified in relation to the peculiarities of working conditions in specific industries.

Unfortunately, at the moment, organizational leaders do not give of great importance moral types of incentives. There are significant reasons for this. Such types of moral encouragement as a certificate of honor, a declaration of gratitude, entry into the Book of Honor and the Board of Honor, in my opinion, have largely discredited themselves in past years, when this was often done for the sake of a “tick”, in en masse and without reinforcement by any material incentives. Taking into account the specifics today The employer can develop its own types of moral incentives, which will be very effective in stimulating staff. As an example, we can cite representative offices of foreign companies operating in Russia, in which, along with a strict system of disciplinary sanctions and measures of material incentives, there is an extensive system of moral incentives for employees. One example of moral encouragement can be the early removal of a previously imposed disciplinary sanction, as well as the inclusion of M.A. Goncharov in the reserve for promotion to a higher position. Labor discipline. Legal regulation. Practice. Documents / ed. Yu.L. Fadeeva. // Prepared for the ConsultantPlus System, 2008..

Reward as a method of managing disciplinary relations is recognition of the employee’s merits to the team by providing him with benefits, benefits, public honor, and increasing his prestige. Every person has a need for recognition (material values). Encouragement is aimed at realizing this need. Unfair use of incentives can quarrel the entire team See: Commentary on the Labor Code of the Russian Federation (article-by-article) / ed. IN AND. Scatulla. M.: Norma, 2007. P. 141..

Therefore, when applying incentive measures, it is advisable to take into account the following rules for the effectiveness of incentives: 1) incentives should be used for each manifestation of an employee’s labor activity with a positive result; 2) encouragement must be meaningful and raise the prestige of conscientious work; 3) publicity of encouragement - when applying it, you need to use ritual, customs, traditions; 4) negative traditions should be replaced only by positive traditions, and not by order; 5) the closer the moment of receiving the incentive, the more active person works; 6) availability of incentives. As practice shows, it is advisable to establish indicators upon achievement of which the employee receives legal right for encouragement. In this way, obvious, accessible additional work goals are formed for each employee, and these goals are another effective means of managing work and discipline in the team.

In our opinion, we can recommend some general approaches to the development of an incentive system. When developing a system of rewards for work, it is necessary to take into account the following provisions: 1) the basis for rewards for success in work should be specific indicators that employees achieve by performing their direct tasks job responsibilities, and which most fully characterize the labor participation of each employee in solving common problems; It is advisable to form a system of indicators and factors that serve as grounds for encouraging employees, taking into account the nature of the work performed, the procedure for recording and standardizing the results of work of various categories of employees (managers, specialists, technical performers, workers); 2) the employee must be sure that upon achieving the established results, he will definitely be rewarded; 3) incentive measures for work should depend on the significance of labor achievements, that is, for higher work results, accordingly, more significant incentive measures should be established; 4) motivate each employee to constantly improve their performance indicators; 5) the incentive system must be open, transparent and understandable for employees; 6) the timeliness of the application of incentive measures must be taken into account.

In addition to those listed earlier, there are many other rules for the effectiveness of incentives that are being developed in different organizations, for example: remuneration must be linked to labor productivity; it is useful to express rewards publicly to people whose results are above average; a person should receive his share of the increase in labor productivity, and therefore profit; employee encouragement is participation together with the manager in developing the goals of any activity; Special attention and the head of the organization should provide assistance to middle managers; the interests of employees should not conflict with the goals of increasing the organization’s income; You can’t encourage someone who doesn’t deserve it; there should be no gap between the manager’s declaration about the reward system and the actual reward system; It is not advisable to support a system of executive benefits that widens the income gap among workers; it is advisable to actively use the system of internal rewards that the content of the work itself provides; find out what the employee considers valuable to himself, and build a reward system on this basis of this employee; the incentive system must be individual for each employee; The employee must have the opportunity to earn a second salary at his workplace.

In the application of the incentive system, an important place is occupied by the mechanism for nominating employees for incentives. For example, in the regulation on incentives in force in an organization, the rights of managers at various levels to apply each type of incentive should be divided. So, it seems quite logical for the manager to use structural unit(department, workshop, etc.) incentive measures that are not associated with serious material expenses of the organization, for example, an announcement of gratitude, a speech to the head of the organization with an initiative to early lift a previously imposed penalty from an employee, payment of bonuses (one-time bonuses) in small amounts to the best employee department and others. The head of the organization may have broader powers to apply incentive measures to employees. He ultimately decides on the amount of money allocated to reward employees. His powers can extend both to the use of incentives that are of an individual one-time nature (in relation to a specific employee), and to incentives in relation to a certain group of workers (workshop workers, teams, etc.) or the workforce as a whole.

When talking about negative motivation, employers primarily mean material fines and deductions. However, this particular measure has no right to exist by law. However, in almost all modern Russian companies There is a system of fines and punishments. Managers believe that negative motivation is much more effective than positive motivation: after all, it disciplines people, and therefore increases their performance. Article-by-article commentary to the Labor Code of the Russian Federation / ed. F.N. Filina. M.: GrossMedia, ROSBUKH, 2009. P. 211.. In this regard, it should be emphasized that labor legislation prohibits deductions from wages (Article 22, 137 Labor Code), with the exception of some options for accounting deductions (unprocessed advance payment, accounting errors ). The only measure of punishment for employees is disciplinary sanctions - comments, reprimands, as well as dismissals (Article 192 of the Labor Code).

The procedure for applying disciplinary sanctions established by law is of key importance in the process of bringing an employee to disciplinary liability. In turn, an integral component of this procedure is the documentation of disciplinary sanctions. A clear knowledge of the legal requirements existing in this area is necessary for both parties to the employment relationship. The employer gets the opportunity to make a legal and informed decision on a specific disciplinary case and confirm his own rightness in the event of an individual labor dispute. The employee, in turn, will be maximally protected from possible violations by the employer of his legal rights and interests Kosov I.A. Legal requirements for documentation of disciplinary sanctions // Records management. 2007. N 3. P. 42..

In the process of applying a disciplinary sanction, the employer must generate the following package of documents: 1) documents confirming that the employee has committed a disciplinary offense: memos; acts; conclusions; a copy of the court verdict; a copy of the decision of the judge or other body authorized to bring to administrative responsibility; a copy of the previous order (instruction) on bringing the employee to disciplinary liability, if the employee has a disciplinary sanction, etc.; 2) documents containing the employee’s explanations: an explanatory note or an act confirming the employee’s failure to provide an explanation; 3) documents on the application of a disciplinary sanction to the employee: order (instruction), act confirming the employee’s refusal to familiarize himself with the order (instruction) against signature.

All these documents must be carefully prepared, executed, and subjected to legal review. In order for the application of disciplinary measures against an employee to be justified, all conditions for bringing him to disciplinary liability must be met. Failure to comply with at least one of them may result in the cancellation of the disciplinary sanction in court at the claim of the employee Kyle A.N. New order and conditions for imposing disciplinary sanctions // Labor Law. 2007. N 2..

Particular care should be taken to clarify these issues when imposing a disciplinary sanction such as dismissal, because when disputes arise related to the imposition of a disciplinary sanction in the form of dismissal, the courts are obliged to check what exactly the violation that was the reason for dismissal was expressed in, and whether it can serve as a basis for the dismissal of the employee. In all cases of dismissal, when it acts as a sanction for violation of labor discipline, the ratio of the severity of the offense committed and the measure of responsibility must be observed. It should be borne in mind that dismissal is an extreme measure, therefore the court, in the case where there are all formal grounds for dismissal, may decide to reinstate the person at work if the violations committed by the employee are not so serious as to recognize his remaining at work as incompatible with the interests of the employee. production.

In practice, many managers widely use methods of influence on employees not provided for by labor legislation: transfer to a lower-paid job, deprivation of the right to part-time work, cancellation of payment of bonuses for work intensity, etc. It should be noted that such methods of punishment are always fraught with litigation and can cause serious material and moral damage to the organizations in which they are practiced. Decrease installed wages by imposing fines is also illegal. The employer cannot impose other monetary penalties (for example, deductions from wages, reduction of wages, deprivation of bonuses provided for in the employment contract as part of wages) on employees in accordance with Art. 192 Labor Code of the Russian Federation. This is also indicated by arbitrage practice Decision of the Supreme Court of the Russian Federation dated October 28, 2002 N GKPI2002-1100 // Reference and legal system “ConsultantPlus: judicial practice”. A monetary fine as a disciplinary measure is possible if part of the staff’s earnings consists of various incentive bonuses and monetary compensation paid in addition to the basic salary .

Most of the workers' appeals to the court with claims against employers for bringing them to disciplinary liability are due to the fact that they do not agree that they have committed disciplinary offense, or do not understand what constitutes their failure to fulfill their official duties. In order to prevent such labor disputes or facilitate the process of proof in court, the employer must comply with the following conditions: 1) the employee’s labor duties must be documented; 2) the employee must know about his job responsibilities, that is, he must be familiarized with them against signature. In accordance with Article 22 of the Labor Code of the Russian Federation, it is the employer’s responsibility to take steps to familiarize employees, against signature, with the adopted local regulations directly related to their work activities. Only after this, job duties become mandatory for the employee and their failure to perform or improper performance will be the basis for bringing him to disciplinary liability Goncharova M.A. Labor discipline. Legal regulation. Practice. Documents / ed. Yu.L. Fadeeva. // Prepared for the ConsultantPlus System, 2008..

In practice, the question often arises: If an employee commits a disciplinary offense, can the employer apply two penalties at the same time - reprimand him and deprive him of his bonus? Sometimes employees believe that the employer is violating the law because it punishes the employee twice for the same offense. In my opinion, the one-time punishment is not violated here. According to Art. 193 of the Labor Code for each disciplinary offense only one disciplinary sanction can be applied. However, bonuses for employees are part of the system of remuneration and labor incentives established at the enterprise, therefore, in our opinion, depriving an employee of a bonus for a disciplinary offense committed along with the simultaneous issuance of, for example, a reprimand, disciplinary action is not. Consequently, such a measure of influence on the employee can be applied simultaneously with a reprimand.

General labor duties enshrined in the Labor Code of the Russian Federation, as a rule, are fixed in the Internal Labor Regulations or other local regulatory act that defines the labor schedule; specific labor duties of an employee are fixed in the employment contract concluded with him, as well as in job description, technical rules and so on. At the same time, the procedure for familiarizing an employee with his job responsibilities is special regulatory documents not regulated. You can choose one of the options: 1) familiarization magazine; 2) familiarization sheet (separate for each employee); 3) the employee’s signature on the relevant local regulatory act. The last option seems to be the most preferable, since it precisely guarantees that the employee is familiar with this particular local regulatory act.

Article 195 of the Labor Code of the Russian Federation, dedicated to bringing the head of an organization and his deputies to disciplinary liability at the request of the representative body of workers, also, in our opinion, requires additional local registration. The fact is that the concept of a representative body of workers is formulated in the Labor Code of the Russian Federation only in relation to collective bargaining (Article 37). Many similar terms used in the Labor Code of the Russian Federation, such as “employee representatives”, “representatives of employee interests”, “other employee representatives”, can create conflict situations a team. They can be avoided if a local act establishes the procedure for forming or determining such a body of workers. It also seems necessary to establish the categories of management employees related to deputy heads of the organization, the timing of consideration of applications of the representative body, the procedure for processing documents indicating violation by officials of laws, other legal acts on labor, the terms of collective agreements and agreements Khnykin G. Local regulations and discipline labor // Corporate lawyer. 2008. N 3. P. 23..

Thus, the employer is given ample opportunities for local rule-making in the field of labor discipline. The need to adopt local regulations devoted to issues of incentives and disciplinary liability is also dictated by technical defects legal norms and gaps made during the development of this section of the Labor Code of the Russian Federation.

Topic 6 Labor discipline and creative activity of workers

6.1 The concept of labor discipline

6.2 Work schedule. Statutes and regulations on discipline.

6.3 Rewards for work and disciplinary liability of employees.

6.4 Competition and other forms of creative activity of workers.

Modern developed society provides every person with a genuine right to work, i.e. to receive guaranteed work with remuneration in accordance with its quantity and quality, including the right to choose a profession, occupation and work in accordance with recognition, abilities, professional training, education and taking into account social needs. At the same time, the Constitution proclaims the duty and matter of honor of every capable citizen of our country to work conscientiously in his chosen area of ​​socially useful activity, and strict adherence to labor and production discipline.

The process of establishing a discipline, like other public relations, forms and methods of attracting people to work cannot be spontaneous. This process involves enormous political, economic and organizational work among the masses, aimed at increasing their consciousness, political and labor discipline and activity.

Labor discipline- obligatory obedience for all employees to the established work schedule and proper performance of their duties.

Labor discipline is a necessary condition for any common work, any joint labor. Any joint work requires a certain discipline, a certain order, so that everyone working together submits to this discipline and order. Labor legislation creates legal basis to further strengthen labor discipline in production.

Labor discipline as an institution of labor law should be understood as a set of legal norms regulating internal labor regulations, establishing the labor responsibilities of employees and the employer, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

Labor discipline includes technological, design, production and other types of discipline.

Technology discipline consists in strict compliance by employees technological processes in production, implementation of measures aimed at ensuring technological preparation of production. Violation of technological discipline by an employee is a production omission and gives grounds to the employer, along with bringing the culprit to disciplinary action, for full or partial deprivation of his bonus in accordance with the provisions approved by the employer.

Design discipline implies the obligation of specialists to strictly comply with the requirements of drawings and other design documentation when manufacturing products.

Under production discipline one should understand the order in production, i.e. strict compliance by employees with established technological rules and production instructions. In its content, production discipline covers labor discipline and goes beyond its limits. If we consider the concept of production discipline in a broad sense, then we should take into account that it consists of many types of disciplines. In addition to labor discipline, production discipline includes: planned; design; technological; compliance with standards; compliance with savings requirements and rational use raw materials, materials, energy and other types of material resources; negotiated; performing.

Planned discipline involves the procedure for drawing up plans, their coordination, approval and implementation. This procedure is established in resolutions of the Council of Ministers of the Republic of Belarus, orders of ministries and at other levels of government. Compliance with the requirements of standards means compliance with the standardization procedure, implementation of standards: GOST, OST, STP, TU.

Contract discipline characterized by the organization of economic relations between enterprises on a contractual basis, strict compliance with contractual obligations and the responsibility of business entities for violation of obligations under contracts.

Performance discipline- this is the timely and qualified execution of orders, instructions, instructions by managers, specialists and the teams of enterprises, institutions, and organizations headed by them. Employees are responsible for observing not all production discipline, but only part of it, which consists in fulfilling their job duties. The employer is responsible for ensuring production discipline in full.

In order to ensure proper labor discipline at an enterprise, institution, or organization, there are two most typical methods of strengthening labor discipline: persuasion and coercion.

Belief- this is a method of influence that stimulates the subject of law to such behavior that corresponds to his will. This impact is formed in the process of everyday work through psychological impact. It is carried out taking into account the needs and interests of production and is aimed at cultivating the consciousness of workers.

Coercione- this is a method of influence that ensures the commission of certain actions by a subject of law against his will.

In other words, coercion is the use by a leader of his authority under certain conditions provided for by law. The coercion method is used only in relation to employees who, being in an employment relationship, through their own fault, violate their accepted labor duties. The coercive measures applied for violation of labor duties must be established by law. Disciplinary liability of employees arises for failure to perform or improper performance of labor duties.

Methods for ensuring labor discipline are regulated by acts of the Labor Code of the Russian Federation.

Depending on the method, the article on which the consideration of the situation will be based is determined.

Some methods are mandatory for use, based on the legislation of the country and the regulatory acts of the organization, others are at the discretion of the head of the organization.

Features of regulation

Labor discipline is subordination to the charter, which establishes standards of behavior that must be determined in accordance with the Labor Code of the Russian Federation and other legislative acts and agreements. The employer must take measures to create conditions that will enable employees to comply with existing discipline requirements.

A set of regulations is established in each company individually, depending on the clauses of the charter, which must take into account the norms of legislative law and the concluded employment contract.

Internal labor regulations are necessary to summarize all the conditions of discipline. This is a normative act used in a certain organization, which must comply with established legislative norms And enclose information:

• about the procedure for rest;
• about methods of reward and punishment;
• about responsibilities;
• about responsibility;
• about the operating mode;
• on other issues at the discretion of the employer.

Discipline is necessary for:

• introducing innovative ideas;
• improving the quality of work performed;
• improving work efficiency;
• reducing injuries and the number of accidents.

If labor discipline is at a low level, then the reasons for this may be:

• complex structure of organization and management, due to which the subordinate has several managers, each of whom has his own vision for resolving the situation;
• performance assessment is unfair, which does not allow additional pay to be awarded to those employees who deserve it and have put in more effort than others;
• minor violations are easily forgiven by management;
• there is no concept of self-discipline;
• working conditions do not comply with the legislation of the Russian Federation (favorable working conditions are not created).

Each organization sets its own rules of procedure. This allows you to regulate relations between the parties and have a positive impact on the quality of the company’s work as a whole.

Concept of methods

Methods of labor discipline are methods that are used to achieve set goals by the management of an organization. They must form a functional workforce that can develop the company and give it the necessary growth to achieve its goals and achieve its goals.

Popular labor discipline methods which are actively used:

• organizational– the employer must provide the employee with everything the necessary conditions, in which he will not need anything (equipment, materials, equipment, etc.);
• psychological– creating a positive working mood in the workforce, which helps reduce the likelihood of interpersonal conflicts to a minimum;
• legal– correction of existing rules in accordance with the legislation of the Russian Federation and the rules of the organization.

Strengthening labor discipline

To strengthen labor discipline it is necessary to reward employees for differences in work and punish for violations of established rules. When rules are used correctly, leaders can achieve excellent results that will positively impact the organization. At the same time, all methods used should not contradict existing legislative acts and established rules of the organization. Otherwise, they will be considered invalid.

Ways to encourage

Promotion is recognition of the merits and results of an employee’s work, which gives the distinguished person status and reward in some form. It has a beneficial effect not only for the one who distinguished himself, but also for other employees, since the rest will also want to receive a reward. The main thing for motivating employees is to correctly determine the methods of encouragement.

According to the Labor Code of the Russian Federation, an employer can reward its employee in the following ways:

• appointment of a bonus;
• written gratitude;
• awarding a certificate of honor;
• transfer of a valuable gift;
• representation of rank or status.

Order on bonuses

The employer also has the right to determine its own methods of promotion. The main condition is that they comply with the rules of the Labor Code of the Russian Federation and the internal charter of the company.

If the employee has received special services to the state, then he will rewarded with a state award. In addition, an entry is made in the work book, which can subsequently be used during employment as a fact of availability positive qualities, which allows you to become an important employee.

Methods of disciplinary action

Disciplinary action is public punishment of an employee who has violated the established rules of labor discipline. Legislation allows the use the following types of penalties:

• comment;
• rebuke;
• dismissal.

Other types of punishments are also applied, but only if use is permitted for a certain category of workers. The main condition is that they comply with the law and the rules of the organization’s charter.

Examples of violations:

• Unspecified penalties were used;
• non-payment of wages or part thereof;
• inappropriate behavior in a team;
• refusal to provide compulsory leave;
• systematic delays;
• dismissal of an employee and so on.

In contrast to the definition of encouragement, reprimands must be carried out with some nuances. After finding a fact of violation of disciplinary principles, require the offender to draw up explanatory note in writing. When an employee refused to draw up an explanation, the employer has the right to apply penalties I'm without a note. After which, other circumstances become clear.

If the employee’s guilt is undeniable, then an order is issued on behalf of the employer indicating the method of punishment for the disciplinary violation.

You cannot penalize an employee twice for the same violation. Even the use of penalties and various forms, if an employee is punished for the same violation.

Regulatory regulation

Labor discipline is based on regulations:

• internal rules of the organization;
• head and Labor Code of the Russian Federation;
• charters and regulations of economic sectors.

The internal labor regulations must contain information related to:

• with hiring and dismissal of employees;
• with the rights and obligations of each party;
• with the organization of working hours;
• with the procedure for recording working hours;
• with vacation;
• with methods of incentives and penalties in accordance with the company’s charter.

The candidate for the position will be familiarized with the available conditions before being hired. This obligation is specified in Article 68 of the Labor Code of the Russian Federation. If one of the parties does not comply with the requirements of the rules, then he will be punished in accordance with the Labor Code of the Russian Federation.