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CHAPTER I
PROBLEM AND ITS BACKGROUND
Introduction
In every organization, employees are expected to act and behave in a respectful
manner and perform their duties as expected. Their behaviour and performance are the
main factors that contributes to the achievement of the companys goal. It is the
supervisors role to communicate the performance and duties expectations, provide
support and, act on their employees behaviour in an appropriate manner. As the
employer, the supervisor need to see that their employees are following the company
policies and rules to maintain the harmonious employer-employee relationship. They do
this by coaching, mentoring and trainings. If those methods didnt work out then,
disciplinary actions are imposed.
According to the business dictionary, employee discipline is defined as
the regulations or conditions that are imposed on employees by management in order to
either correct or prevent behaviors that are detrimental to an organization. The purpose
of employee discipline is not to embarrass or degrade an employee. The purpose is to
ensure that an employee performs in a manner that is deemed acceptable by the
organization.
Discipline in the workplace is a necessity for an organization to prosper according
to Henry Fayol. Without it, an organization would certainly fail. He believed that
employee discipline should be handled in a fair and just manner and should apply equally
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Historical Background
Compared with many of its competing brands, Skechers is a relative newcomer to
the casual athletic shoe scene, making its debut in the early 1990s. Headquartered in the
Los Angeles area, the brand is known for its brash style and unabashed flirtation with
celebrity culture, courting not just athletes but musicians, actors and reality-TV stars to
design and advertise Skechers products. In less than three decades, it has risen to be one
of the top five sports footwear brands in the world, as noted by "Forbes.
Skechers was founded in 1992 by Robert Greenberg, who had previously helmed
the popular shoe brand L.A. Gear. Greenberg hired his son, Michael, as president.
Originally, the company called Skechers was intended to act as a U.S. distributor for Doc
Martens boots. Robert Greenberg started designing and marketing men's casual athletic
shoes to appeal to a young, urban demographic, much as L.A. Gear had appealed to a
young, urban women's market. The breakout success was 1993's "Chrome Dome" shoe,
an androgynous, pre-scuffed model that was soon picked up by major chains such as
Nordstrom.
After Chrome Dome became a hit, Skechers began to ride a wave of successes.
Soon it was positioned to challenge athletic-wear giants such as Nike and Reebok for a
slice of their business. Skechers chose not to emphasize the performance aspects of its
athletic shoes, but rather their streetwise style. This paralleled the rise of athletic shoes as
street-wear in general throughout the late 1990s.
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HYPOTHESES
The following are the hypothesis in conducting the study:
1. Disciplinary actions have no implication on the outcome of employees job
performance.
2. Approach in Disciplinary actions utilized by the management has no significant
effect on the employees job performance.
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THEORETICAL/CONCEPTUAL FRAMEWORK
INPUT
PROCESS
OUTPUT
Capable
Supervisor
Ample
Administrative
Reinforcement
Tactics
procedures in
appealing
personnel
Instructional
database in
Penalizing Act
Coordination
on enterprise
guidelines to
the workers
Fulfillment of
the efficiency
and effectivity
of the
operative's
work routine
The diagram displays that the completion of the success of the operatives work
presentation is grounded on the placement of the administration on corporation
procedures as well as the instructional platforms relating to corrective activities
particularly to the workers. An eligible superintendent who had satisfactory
administrative supervision and who services tactics and ways in an appealing body
completes it.
Supervisors usually adapt different theories of leadership style to manage their
employees. These theories pertaining to capable supervisors have already evolved since
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the turn of 20th century. Companies originally believed workers were lazy and needed to
be coerced into performing better, according to Richard L. Daft (1997).
Organizations later believed that cohesiveness with workers was the optimal
management style in the 1970s. American companies espoused the theory of
collaboration as the basis for successful supervision.
Reinforcement is the process of sharing behaviour by controlling the
consequences of the behaviour. The behavioural theories of learning and motivation focus
on the effect that the consequences of past behaviour have on the future behaviour. B.F.
Skinner was a key contributor to the development of modern ideas about reinforcement
theory. Skinner argued that the internal needs and drives of individuals can be ignored
because people learn to exhibit certain behaviours based on what happens to them as a
result of their behaviour.
According to Spitzberg and Manusos (2006) attribution theory of leadership has
been utilized to provide insight into variety of supervisory decision making situations
including disciplinary decisions (research based on Rosen and Jerdee, 1974). This theory
hypothesizes that as a supervisor perceives an unwanted outcome to be caused by some
characteristic of the subordinate. The greater the perception of responsibility, the greater
the likelihood of punitive behaviour on the part of the supervisor (Gibson et al., 1991)
Successful supervisors also know to keep their individual department goals in line
with the company objectives. However, the most effective supervisors also stay on track
of their companies goal. These supervisors also apprise their workers why projects are
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being done. That way their employees are also working effectively and efficiently toward
company goals.
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Definition of Terms
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person, or stimulus.
Company policies a program of actions adopted by an individual, group, or
given by a professional.
Demotion a reduction in rank, status, or position of somebody or something
Disciplinary action relating to enforcement of rules and punishment to those
satisfaction of an obligation
Employees- an individual who works part-time or full-time under a contract
of employment, whether oral or written, express or implied, and has
recognized rights and duties. Also called worker.
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decisions
Prerogatives-special executive powers, privileges, and rights vested in the
holder of an office, or acquired by a person by virtue of age, relationship, sex,
that one must fulfill, and which has a consequent penalty for failure.
Sanctions- penalty or punitive action imposed for failure to comply with a
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CHAPTER II
The review of related literature specified in this study facilitated the purpose to
where we can explore or explain the assessment of disciplinary actions on job
performance as perceived by the employees of Skechers Philippines. Similar and related
studies were noted to help show that the disciplinary actions is a subject that needs to be
undertaken and is very important in order to gain competitive advantage.
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Discipline in the workplace was a necessity for an organization to prosper. The purpose
Local Literature
Managers, supervisors and department heads are usually responsible for imposing
discipline to its employees. They have the power to control their people based on certain
guidelines that is available and the disciplinary action as a counterpart of it.
Disciplinary action is the most appropriate avenue in which to address misconduct
directly related to the performance of assigned duties. The overall objective of
disciplinary action is to remedy a problem and to help employees achieve success in the
work. (Corpuz, Crispina R., Human Resource Management, 2013)
Focusing on performance appraisal is a tool for disciplinary action. It is method of
evaluating providing feedback on where and how the employee meets work expectations
over a given period of time. This evaluation is arrived at through observation of work
methods and/or work results based on predetermined performance standards or
established goals. (Sison, Perfecto, 2003)
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Discipline means behaving in a right and desired manner. It connotes orderly and
acceptable behavior by the members of the organization. Since employees came from
different environment, background, culture and experience with their own different norm
and values. This pertains of the factors that lead to the employee which violated a certain
rules over the company policy. Hence if they behave differently the organizational
objective will be far beyond from target of achievement.
Employee discipline is conducted to promote self-control, dedication and orderly
conduct. It is a way to realign the behavior that affects the performance of the employees.
Disciplinary action should be done reasonably through observing the principle of good
Human Relations. The Management is authorized to give sanctions to the employee who
violates certain rules. This must be in an appropriate manner accordingly with company
policy as well as the Labor Code of the Philippines. That provides a merited law.
In business enterprise, discipline is needed to achieve the objectives of the
organization. Management has a primary function of keeping enterprise going on a
profitable basis and to do this, it needs a work force that can be brought under reasonable
control to attain the firms objectives. Disciplining employees by means of warning or
reprimand, layoff, transfer or discharge are control measures by which management
maintain its authority to protect its interests and those of the employees. But like any
right, there are certain limitations to these prerogatives as specified in the Labor Code
and what prudence dictates. (Sison, Perfecto S. Personnel and Human Resource
Management. 8th edition pages 329-330)
Nowadays, there are certain issues that needs to be solved. One reason is that the
management itself sometimes give penalties with personal involvement; this shouldnt
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happen. Of course in business world, the management and the people should be the role
model of organizational ethics. Second, some employees are not taking seriously the rules
and regulations of the company. Third, employer sometimes gives an inappropriate
sanctions to the employee.
With these, situations the organization cannot achieve its goal. Because it affects
the effectiveness of the employee and the management.
In most cases, the purpose of discipline is to instruct and correct rather than to
punish. It is the responsibility of the supervisor to explain to the employee those areas in
which he is expected to improve, to make suggestions about how to improve, and to
allow time for the employee to make improvements.
The effectiveness of a disciplinary maybe tested by checking whether or not the action
taken has improved the morale of the. (Sison, Perfect S.8TH edition Personnel and Human
Resource Management.)
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Foreign Literature
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executive. With this type of approach, consistency in the application of discipline can be
achieved while the supervisor retains authority and control over employee behaviour.
(Grobler Et Al., Human Resource Management in South Africa. 2006)
HR must be consulted on all formal disciplinary matters. HR will advise the line
manager (the Investigating Manager) on investigatory protocols; may attend
investigatory meetings and will attend any hearing which may lead to formal disciplinary
action. HR shall be responsible for ensuring that disciplinary procedures operate
equitably throughout the University, that time limits set for disciplinary procedures are
followed and that no arbitrary local variations exist which may lead to unfair treatment of
any individuals. (Disciplinary Procedure, 2013, pp. 1-2)
The role of the HR manager in a business is a difficult one. People are wary of
HR people because the HR department has access to personal information about them.
They know their salaries, they see their performance reviews, they know when they have
been disciplined and they usually have some input when promotions are considered. This
is unfortunately a part of the job which the HR Manager has to accept.
HR Managers can however improve their credibility by proving sapiential
leadership, particularly when it comes to disciplinary matters. For example, HR should be
pro-active in implementing sound, up to date policies and procedures and making sure
that they are implemented consistently within the organisation. HR should also be proactive in monitoring absenteeism and identifying troubled employees. These cases should
be brought to the attention of management who should be encouraged to take appropriate
steps in the corrective process. The emphasis should be on avoiding dismissals by
dealing with small things when they are still small.
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other employees resentful, which can lead to decreased morale and reduced job
satisfaction as well as poor interpersonal relationships with other workers. (Mcquerrey,
n.d.)
Tardiness is defined as being late -- in any time increment. This might mean two
minutes or 20 minutes; the point is that at the moment that an employee should be in his
office, he is just pulling into the parking lot or not even on the premises yet at all. It
might seem like a small problem, but tardiness can actually have quite an impact on a
company and its productivity.
Tardy employees affect more than just their own productivity; yes, they are not
technically getting work done when they are late. But the flurry of activity caused by
coming in late also throws others around them off focus, leading to a decrease in overall
productivity in the office. Bottom line: You aren't getting what you pay for when an
employee is consistently late and not getting started on work-related tasks in a timely
manner. (Belcher, n.d.)
Outcomes of disciplinary action according to Ball et al may depend upon how
recipients make sense of a disciplinary event (Ball, Trevino, & Sims Jr., 1994, p. 300).
Some acknowledgement is given to cognitive theories, such as social learning theory and
attribution theory, to help explain this sense-making process. They advise that a
disciplined employees perspective on the fairness of the punishment is more pertinent
than actual punishment (Ball, Trevino, & Sims Jr., 1994). This perceived justice is
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Immediacy
Forewarning
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Characteristic: Before you actually touch a hot stove, you feel the heat it emits,
therefore, you are warned that it is hot and you will get burned if you touch it.
Implication: The consequences of an action should be known by everyone in the
workforce so they know what not to do.
Impersonal
Characteristic: When a person gets burned by a stove, the reason he was burned was
because he touched it, not because of who he is.
Implication: Disciplinary action should be carried out based upon the act and behavior of
the person, not his personality nor his position.
Constant
Characteristic: Whenever a person touches a hot stove repeatedly, he also gets burned
repeatedly.
Implication: Disciplinary actions should be continuous without fail.
The guidelines above, given by McGregor, are to help managers and supervisors in their
job regarding giving out disciplinary action. (Rodgers, Chris, 2008)
Managers and supervisors shall contact Human Resources prior to initiating any
formal disciplinary action. Any disciplinary action not reviewed by Human Resources
may be deemed invalid and not held against the employee. (Miller, 2013)
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performed
Work habits and performance behaviors
Promptness and absenteeism
Related analysis, decisions or judgment
Failure to follow instructions, directions or procedures
Other factors used by supervisor to determine unsatisfactory job performance
An employee may be demoted for unsatisfactory job performance, grossly inefficient job
performance, or unacceptable personal conduct. An employee can be demoted for a
current incident of unsatisfactory job performance after the employee has received at
least one prior warning or disciplinary action. An employee can be demoted for grossly
inefficient job performance or unacceptable personal conduct without any prior warning
or disciplinary action. (Human Resource Services, 2013)
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other disciplinary action) in addition to the current incident.) (Human Resource Services,
2013)
Perhaps the most pleasant task for supervisors and managers is the task of
disciplining an employee. As managers we need to impose just actions to our employees
but many managers have this common misconception that discipline has to do with
punishment. Actually, it doesn't. Discipline pertains to improving employee performance
through a process of assisting the employee to learn so he or she can perform more
effectively and efficiently.
Robert Bacal is a noted author, keynote speaker, and management consultant. His
Five Sins of Discipline study is concern about the common errors managers commit in
disciplining and helping managers to formulate an approach to discipline based on sound
principles.
Error #1: Discipline as Punishment
Perhaps one of the most prevalent errors is based on the idea that discipline is
punishment. The manager that perceives discipline as a punishment process tends to
apply negative sanctions, expecting that those negative sanctions will have some sort of
positive effect.
Unfortunately, the use of negative sanctions brings about unpredictable outcomes.
In rare cases, they may work, because of the fear factor. In other cases, they have it may
not work, and can contribute to disharmony in the manager-employee relationship.
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Employee sees the sanction as fair, and consistent with the "offense".
Employee acknowledges and respects the right of the manager to impose the
sanction.
Unless these three elements are in place, employees respond to punishment with
resentment, and counter-attacking, either covertly or overtly.
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fundamental task, when possible, is to create a situation which encourages the staff
member to work with you to identify causes of problematic behavior, and to take action
to correct those problems.
Error #3: Too Late, Too Late
It's probably safe to say that managers do not go hunting for disciplinary problems.
Lord knows, you have enough other things to do to look for trouble. Sometimes, though
managers are TOO slow to respond to an emerging issue or problem. There are a number
of reasons for this:
simple dread
The reason why delay is problematic is that it sends a message that undesirable
behavior will be accepted or even not noticed. Second, delay can have an adverse effect
on the manager later, if the problem increases in frequency and intensity so it cannot be
ignored. When a problem is allowed to grow, the manager often will develop an
emotional set towards the employee that makes constructive interaction difficult. To be
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blunt...managers get pissed off, at repeated "offenses" even if the manager has done
nothing to stop them.
It is very important that inappropriate behavior or actions in the workplace be, at
minimum, noted, and the fact communicated with the staff member, right at the first
occurrence. This need not be a lengthy difficult discussion, particularly if the event is
relatively minor. The really lengthy, unpleasant discussion tend to occur as a result of not
addressing problems early on.
Error #4: A Non-Progressive Approach
Related to the previous point (Error #3) is the issue of progressiveness, or lack of
it. Progressive discipline starts with the least possible use of power and disciplinary
action, and over time, will involve stronger actions, if the situation continues.
Managers who delay disciplinary action tend to wait until action must be taken,
when the situation has become so severe that it must be addressed immediately. Often the
manager feels the need to apply harsh sanctions, because, perhaps the inappropriate
behavior has become more extreme.
Non-progressive measures (harsh initial action), when applied to a long time, but
not addressed problem, often seem too harsh by the employee, and on occasion, by their
co-workers.
A key here is to start with least forceful action as early as possible, unless of
course the offense is so severe that it requires immediate harsh action.
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Local Studies
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Foreign Studies
Based on the findings of the study of Chris O. Ajila and Saliu Omotayo entitled
Workers Attitude Towards Disciplinary Actions in Business Organisations (2002), it is
recommended that employees should be adequately inducted concerning organization
policies and rules. This is very important so that they will be able to know the relevance
of disciplinary actions in the organization and consequently, proper knowledge of
conditions of work. Since in organization rules are meant for the workers and not the
other way round, the rules should be reasonable and fair, and neither capricious nor harsh,
so that they can reasonably comply with them. In administering punishment to erring
workers, the punishment should be targeted towards the undesired behaviour of the
employees and not the employees themselves. This is to prevent unhealthy feeling of
biases about the disciplinary machinery of the organization as being defective. Also,
before administering penalties, proper investigation should be carried out especially in
serious cases of misconduct so as to ensure as unbiased and unimpeachable judgement.
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Lastly, discipline should be positive oriented. To this end, it should aim towards training
and character moulding as against negative tendencies.
According to the journal of Pauline Ekpang entitled Counselling for Effective
Work Performance: A Way for Service Improvement (2015), some of the poor
performance problems in a work organization are caused by personal issues faced by
employees. This issues which often affect the employees personal lives often lead to
performance decline, directly affecting the organizational productivity. For organizational
productivity to be attained, the workers must be efficient in their job performance. This is
because the production process and services delivery that leads to high productivity
depends on them. In a situation where employees fail to be productive as a result of
personal problem, counselling service is a tool to improve their performance. The paper
concluded that for work organizations to be productive, work place counselling should be
organized for employees whose work performances have declined as a result of personal
problems.
The journal of Louis Van Der Bank and Amos Engelbrecht entitled Perceived
Fairness Of Disciplinary Procedures In The Public Service Sector: An Exploratory Study
(n. d.), it has shown that employees experience the disciplinary procedure of the
organisation as traumatic and emotionally exhausting. It can also be concluded that
employees experience the disciplinary procedure as unfair. It is the manner in which
discipline is applied and the different role players that are involved in the disciplinary
procedure, in particular, that make it a lengthy and time-consuming process. The
disciplinary procedure causes unnecessary strain and pressure on employees, mostly due
to delays in finalising cases. Employees also indicated that personal problems lead to
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very important.) HR should provide the workers supervisor with a basic script to follow
and encourage them to rehearse it in advance. While HR leads the meeting, the
workers most direct supervisor should do most of the talking. The agenda for a
disciplinary meeting is simple. The company must communicate the reason the worker is
being disciplined, the expectations for improvement, the penalty (if any) and all possible
future consequences. When the meeting is complete, give the employee a chance to
respond. Most will leap at the opportunity to defend themselves or clarify misconceptions
about their attitude or performance. Feedback from the worker is critical. If they dont
believe the company cares about them, they wont feel motivated to improve. But it
should be clear that theres no room for negotiation. The employer sets the standard not
the employee because disciplinary meetings are so emotional for workers, give the
employee a chance to follow up in writing later, after theyve had a chance to calm their
nerves. But before they leave, ask them to sign a form stating they attended the meeting
and understand the companys positionwhether or not they agree. Well-planned,
calmly-executed disciplinary meetings can go far to reduce liability risks. Often, underperforming employees who recognize they cant meet the companys expectations will
decide to leave on their own, before being terminated.
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subordinate. In the business setting, disciplinary action is vital in the goal of a company
to succeed. As said in Human Resource Management book by Corpuz, Crispina (2013),
disciplinary actions overall objective is to remedy a problem and to help employees
achieve success in the work. In this regard, imposing disciplinary action gives the
employees the opportunity to learn and correct their behavior towards work thus, making
them more effective and efficient assets of the company.
Professionals have indicated that proper way of implementing disciplinary action
is essential to the effectiveness of the result of the sanction. In the book Organizational
Behavior: Essentials for Improving Performance and Commitment (Colquitt, Jason A.,
2010) it was mentioned that when discipline is not properly implemented, it will affect
the job performance and organizational commitment of employees towards the
organization. On other hand, when discipline was properly implemented fairly in the
organization it will have a good job performance results and, of course, will make
employees to have organizational commitment. Furthermore, Robert Bacal stated in his
Five Sins of Discipline the first error of managers and supervisors, discipline as
punishment, will bring about unpredictable outcomes; the sanction may work because of
the fear factor but it can also greatly contribute to the disharmony in the manageremployee relationship. That is why it is imperative that the management must take note
of the Hot Stove Rule of Douglas McGregor. He indicates that the response to the
misconduct of an employee must be immediate, impersonal, constant and with
forewarning so that there will be no trouble when imposing disciplinary action.
The said literatures and studies has helped the researchers to have a general idea
of what the role of disciplinary action in the company is and how it must be implemented
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to be fully effective. The works were used by the researchers as a support for the findings
that they will come up with. It was also utilized to broaden the knowledge of the
researchers about their study. Furthermore, it was used to assist the researchers to
formulate the recommendations for the company.
CHAPTER III
RESEARCH METHODOLOGY
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This chapter dealt with the methods of research used including Research Locale,
Description of the Subjects, Population Frame and Sampling Scheme, Data Gathering
Procedures and Statistical Treatment of Data:
Research Design
The researchers applied descriptive method of research. This approach is a factfinding study with sufficient and definite interpretation. Descriptive Research
characterizes the conditions, practices, and situation or any phenomena of what has to be
studied. It authorizes the researchers to construe data that they have obtained from
contrasting sources. Aside from that, this will permit the researchers to determine the
organizations strengths and weaknesses, postulate a precise and extensive analysis of it,
and probably come up with a recommendation that will help to strengthen the company
being studied and boost the knowledge of the readers.
Research Locale
The study was conducted at SKECHERS Philippines at 2801A 28 th floor, East
Tower, Philippine Stock Exchange Centre, Ortigas, Pasig City.
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The respondents for this research included all the rank and file employees based
at Skechers Philippines, Pasig City. Since there are one hundred and twenty-three (123)
regular employees in the area, the Slovins formula was used to get the sample size and
the arrived answer was 94 respondents to answer the survey. The table below presented a
record of the number of the employees in their corresponding department.
Department
Accounting
Accounts Record
Cash
Payables
Tax
Audit
Concession
Creative
Human Resource
SKECHERS Shoes: Import
and Merchandise
Management
Information
System
Marketing
Retail
SKECHERS Apparel
SKECHERS Time
Import and Merchandise
Store and Planning
Warehouse
TOTAL
Number of Employees
3
5
8
4
4
12
16
5
10
2
6
7
11
2
5
2
6
15
123
All the rank and file employees in the area were respondents for the study because
they were the ones who were being evaluated and who were given disciplinary sanctions
by their supervisors and Human Resource Departments. They are in the best position to
furnish the information needed to answer the research question.
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Wherein:
123
= 1+123(0.05)
123
=
=
1+123(0.0025)
123
1+0.3075
= 94.07
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94 respondents
To know the number of respondents per department, the researchers got the population of
each department we used the formula:
Respondents per
Department
Number of employees
department
Accounting
2.294
Accounts Record
3.824
Cash
6.118
Payables
3.059
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Tax
3.059
Audit
12
9.178
Concession
16
12.237
Creative
3.824
Human Resource
10
7.648
1.530
4.589
Marketing
5.354
Retail
11
8.413
SKECHERS Apparel
1.530
SKECHERS Time
3.824
1.530
4.589
Warehouse
15
11.472
TOTAL
123
94.07
SKECHERS Shoes:
Import and Merchandise
Management Information
System
Instrumentation
The method of collecting data used was the cluster survey. This is to gather the
necessary information for this research. Its intention is to look into the commonality of
some elements.
The researchers made use of the questionnaire as the key instrument to gather
further data wherein questions are constructed and a list of choices were provided for the
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respondents to answer without difficulty. This was used as it gathers data quicker than
other methods.
Questionnaire is a set of questions that, when answered completely by suitably
selected respondents, will supply the necessary information needed for the completion of
the research. Other than the fast collection of data, questionnaire also gives the
respondent enough time to think reflectively about his survey answers.
After gathering and studying different references relating to this topic,
questionnaires were formulated. They consulted their adviser for the preparations and the
corrections and suggestions on the said questionnaire.
Statistical Treatment
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f frequency
n Total number of respondents
% - percentage of respondents
The researcher used the Pearsons Chi Square Test or x Test to check the
hypothesis of the study.
Formula:
Where:
x =
(OE)
E
O = observed frequency
E = expected frequency
Expected Frequency =
Degree of Difference
df= (column 1) (row 1)
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The tabular value was from the chis square distribution table.
CHAPTER IV
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter provides the gathered data from the research instruments presented
and the researchers analysis and interpretation of the results of the distributed survey
questionnaires. The data were presented in a tabular form that is clear and concise. This
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chapter will provide tables regarding the tabulation of respondents perspective on the
disciplinary actions imposed in their company.
TABLE 1
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE
PERSONRESPONSIBLE IN IMPLMENING DISCIPLINARY ACTIONS IN THE
COMPANY
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Frequency
Percentage
Supervisor
31
32.98%
Human
resource
manager
Branch Manager
52
55.32%
4.26%
Personnel
Manager
Others
4.26%
3.19%
Total
94
100%
that
Table
shows
31 or
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Frequency
Percentage
Autocratic and
punitive
10
11%
Calm explanations
79
84%
Others
5%
Total
94
100%
Table 2 shows that 10 or 11% of the population answered that autocratic and punitive
approach is imposed to them while 79 or 84% of the population answered that calm
approach is imposed to them. Based on the data, as answered by majority of the
employees, SKECHERS Philippines imposes a calm explanations or a positive
disciplinary approach. This means that the company supervisors responsible for the
investigation of counter-productive behaviour, conducts personal interviews with
offenders in order to determine the causes of their misconduct and to address personal
problems. The management supports individuals under emotional pressure, identifies
possible warning signs, and attempts to ease the pressure wherever possible. Perceived
Fairness Of Disciplinary Procedures In The Public Service Sector: An Exploratory Study
(n. d.), They dont impose the punitive or negative discipline that only breeds fear and
threat for the punishment imposed.
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TABLE 3.1
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES FOR
THE CURRENT DISCIPLINARY ACTIONS THE SKECHERS PHILIPPINES
IMPOSED
Tardiness
(Frequency)
A. Counseling
12
Percentage
Dishonesty
(Frequency)
Percentage
26
28%
13%
B. Warning
57
61%
20
21%
C. Bawl out
0%
1%
D. Writing an
incidental report
6%
16
17%
E. Salary
deduction
12
ac13%
1%
F. Demotion
0%
1%
G. Suspension
4%
9%
H. Discharge/
Dismissal
3%
21
22%
Total
94
100%
94
100%
= 0.05
df =
(r-1) (c-1)
(2-1)(8-1)
(1)(7) = 7
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Since the x (26.81) at 0.05 level of significance and a degree of freedom equal
to 7 is greater than the tabular value of 14.067, the researcher reputed the null
hypothesis, that is, disciplinary actions have significant effects on the
performance of the employees.
Circumstances which require immediate disciplinary action include, but are not
limited to, illegal, unethical, dishonest or highly inappropriate activities such as patient
abuse, verbal or physical assault, accepting a bribe, insubordination, or theft or
destruction of firm-owned property.
SKECHERS Philippines goes with its positive discipline approach showed to its
employees in cases of warning its employees when it commits tardiness on the job. In
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events when dishonesty is committed by its workers, as resulted in the table, the firm
counsels the employee who has done the said that implies a just, fair and lawful action
which is under a due process.
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TABLE 3.2
Substandard
Job
Performance
(Frequency)
Percentage
AWOL
(Frequency)
Percentage
A. Counseling
32
34.04%
8.51%
B. Warning
23
24.47%
8.51%
C. Bawl out
5.32%
7.45%
D. Writing an
incidental
report
17
18.09%
12
12.77%
E. Salary
deduction
4.26%
3.19%
F. Demotion
9.57%
0%
G. Suspension
4.26%
14
14.89%
H. Discharge/
Dismissal
0%
42
44.68%
Total
94
100%
94
100%
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TABLE 4
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE EMPLOYEES
WOULD LIKE TO IMPOSED AS DISCIPLINARY ACTION IMPOSED IN
SKECHERS PHILIPPINES
Tardiness
(Frequency)
Percentage
Dishonesty
(Frequency)
Percentage
Substandard
Job
Performance
Percentage
AWOL
17%
26
27.66%
33
35%
10
A.
Counseling
16
B. Warning
47
50%
19
20.21%
26
28%
14
C. Bawl out
3%
0%
0%
D. Writing
an
incidental
report
10%
19
20.21%
16
17%
16
E. Salary
deduction
11
12%
2.13%
3%
F.
Demotion
1%
3.19%
6%
G.
Suspension
5%
5.32%
9%
12
H.
Discharge/
Dismissal
2%
20
21.28%
2%
37
TOTAL
94
100%
94
100%
94
100%
94
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Table 4 indicates that most of the respondents believe that counselling is the best
disciplinary actions to be imposed when it comes to dishonesty with a 27.66% and to
substandard Job performance with a 35%. It also indicates that they believe that when it
comes to tardiness warning is the best disciplinary action to be imposed with a 50%.
They also believe that discharge or dismissal is what they like to be imposed with the act
of AWOL having a 39% answer from the total population. Based on the results, when
dishonesty and substandard job performance which results from personal issues
counselling is what the employees want to be administered. According to Pauline Ekpang
(Counselling for Effective Work Performance: A Way for Service Improvement, 2015)
when employees performance are affected with their personal issues, the best method to
use in disciplining would be counselling. The management should hear the side of the
employee. On the other hand, employees wants warning for the act of tardiness and
discharge or dismissal in the AWOL. . Disciplining employees by means of warning or
reprimand, layoff, transfer or discharge are control measures by which management
maintain its authority to protect its interests and those of the employees. But like any
right, there are certain limitations to these prerogatives as specified in the Labor Code
and what prudence dictates.
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TABLE 5
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE EMPLOYEES OF
SKECHERS PHILIPPINES ON THE EFFECT OF IMPOSING DISCIPLINE
Effect of imposing discipline
Frequency
Percentage
37
39.36%
Employees become so
cautious
46
48.94%
2.13%
Employees resign
3.19%
3.19%
Others
3.19%
Total
94
100%
Table 5 indicates that the 37 or 39.36% of the total population are motivated by
the disciplinary action. 46 or 48.94% says that they become cautious. 2 or 2.19% of the
total population says that they are threatened and they feel afraid by the disciplinary
actions. 3 or 3.19% of the employees say that they resign as a result of the disciplinary
action. 3 or 3.19% says that they are controlled by the management and 3 or 3.19% says
have there is different effect on the disciplinary action imposed to them. Positive
discipline is a management philosophy that assumes that improved employee behaviour
is most likely to be long-lived when discipline is administered without revenge, abuse or
nastiness. Managers should support individuals under emotional pressure, identify
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possible warning signs, and attempt to ease the pressure wherever possible. If employees
dont believe the company cares about them, they wont feel motivated to improve. In
relation to this, positive discipline, when reinforced results to motivation of employees to
comply with the organizational protocols and standards. Perceived Fairness of
Disciplinary Procedures In The Public Service Sector: An Exploratory Study (n. d.)
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TABLE 6
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES OF
SKECHERS PHILIPPINES PERCEPTION TO THE DISCIPLINARY ACTIONS
Evaluation
Frequency
Percentage
76
81%
13
14%
5%
Total
94
100%
Table 6 shows that 76 or 81% of the total population of the respondents view the
disciplinary actions imposed to them are effective, fair and reasonable. However, 13 or 14
% of the total population perceive their disciplinary actions to be ineffective, unfair and
unreasonable. 5 or 5% of the total population views the disciplinary actions in a different
manner. Majority of the employees viewed the disciplinary actions imposed to them to be
effective, fair and reasonable because the company imposes a positive disciplinary
approach. The management supports individuals under emotional pressure, identifies
possible warning signs, and attempts to ease the pressure wherever possible. They dont
impose the punitive or negative discipline that only breeds fear and threat for the
punishment imposed it causes resentment and hostility on the part of employees. That is
why this kind of discipline results in only the minimum standards of performance on the
part of employees. This is precisely the reason why it is rarely used in the organizations.
(Smriti Chand, 2015)
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TABLE 7
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES OF
SKECHERS PHILIPPINES REACTION TO THE DISCIPLINARY ACTIONS
Reaction
Frequency
Percentage
Positive
50
53%
Negative
25
27%
Both
19
20%
0%
94
100%
Table 7 indicates that 50 or 53% of total population reacts positively to the disciplinary
actions given to them. On the other hand, 25 or 27% in the total population reacts
negatively. In addition, 19 or 20% of the total population has a mixed reaction or reacted
both positively and negatively in that matter and none of the population says that the
disciplinary actions imposed had no impact on them. Majority of the employees answered
that the effect of the disciplinary action was positive to them. That is when positive
discipline is administered, fosters appropriate behaviors while maintaining a happy
workplace. The keys are to involve and motivate employees as much as possible. This
results to a more positive reaction to the employees. (Smriti Chand, 2015)
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TABLE 8
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES OF
SKECHERS PHILIPPINES PERCEPTION on the EFFECTS of the
DISCIPLINARY APPROACH USED in THE EMPLOYEES JOB
PERFORMANCE
EFFECTS
postive
negati
ve
both
None
of the
above
TOTAL ROW
F
50
16.6
7
1
0
22.2
2
15
41.6
7
58.3
3
3
0
66.6
7
2.7
8
16.6
7
2.7
8
2.7
8
Others
TOTAL COLUMN
= 0.05
3
6
df =
(r-1) (c-1)
(6-1)(4-1)
(5)(3) = 15
10
0
30
10
0
3
1
8.33
1
2
100
11.1
1
4
5
100
10
0
53
1
94
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Since the x (28.7) at 0.05 level of significance and a degree of freedom equal to 15 is
greater than the tabular value of 24.966, the researchers reputed the null hypothesis, that
is, approach in disciplinary actions have a significant effects on performance of the
employees.
Table 8 shows that the based on the results, the hypothesis has been rejected. Therefore,
the disciplinary actions imposed on the employees have a significant effect on them. Perhaps
one of the most prevalent errors is based on the idea that discipline is punishment. The
manager that perceives discipline as a punishment process tends to apply negative
sanctions, expecting that those negative sanctions will have some sort of positive effect.
Unfortunately, the use of negative sanctions brings about unpredictable outcomes.
In rare cases, they may work, because of the fear factor. In other cases, they have it may
not work, and can contribute to disharmony in the manager-employee relationship.
. In case of negative discipline, employees are forced to obey orders and abide by
rules and regulations that have been laid down, failing which penalties and punishment
would be imposed on them. Thus, punitive or coercive discipline is engaged to ensure
that employees do not violate rules and regulations formed by the organization.
Punishment is not pleasant. It causes resentment and hostility on the part of
employees. That is why this kind of discipline results in only the minimum standards of
performance on the part of employees. This is precisely the reason why it is rarely used in
the organizations.
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CHAPTER V
SUMMARY OF FINDINGS, CONCLUSION, AND RECOMMENDATION
This chapter presents the summary of findings, conclusions, and recommendations
Summary of Findings
The researchers reported the finding from the survey questionnaires conducted last
August 26, 2015. There were 123 employees in the SKECHERS Philippines out of which
94 were allowed to answer the survey questions about the disciplinary actions
implemented in their company. Suppose the results are as follows:
1. Based on the survey, 52 respondents answered that Human Resource Manager
was the one responsible in implementing disciplinary actions, 31 answered
supervisors, 4 respondents answered personnel manager, 4 answered Branch
manager, and 3 respondents answered others.
2. Based on the survey, calm approach was given to the 79 of the respondents while
autocratic and punitive approach was given to the 10 respondents and 5
respondents stated that disciplinary actions imposed to him is based on contract.
3. Based on the survey, most of the respondents answered warning was currently
imposed as disciplinary action for tardiness, counseling for dishonesty and
substandard job performance, and discharge or dismissal for AWOL.
4. Based on the survey, most of the respondents think that warning is the disciplinary
action they want to be imposed in the company for tardiness, counseling for
dishonesty and substandard job performance, and discharge or dismissal for
AWOL.
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5. Based on the survey, 80 of the respondents think that the disciplinary actions
imposed on them were effective, fair and reasonable, while one of the respondents
specifically said that crab mentality was the effect she saw on their company.
Also, 49% of the respondents has both positive and negative reactions on them.
Based on the survey, 50 of the respondents reacts positively on the disciplinary
actions imposed to them in their company.
6. Based on the survey, 46 of the respondents answered that they became cautious
after the disciplinary actions were imposed while others said that they became
more motivated to work harder.
Conclusion
Based on the findings, the following conclusions were formulated:
1. The Human Resource manager is the one responsible for the implementation of
the disciplinary actions at SKECHERS Philippines.
2. At the company, when giving disciplinary action to an employee, the human
resource manager uses a calm and proper approach.
3. The employees of SKECHERS Philippines believe that when an employee is
tardy, he will receive a warning; the same will happen if his job performance is
substandard. If dishonesty is committed, counseling will take place. Lastly, if an
employee is absent without leave, he is subject to discharge or dismissal with due
process.
4. The employees of SKECHERS Philippines acknowledge the existence of
disciplinary actions that the company has in store for their misbehaviours. They,
themselves, chose in the survey the disciplinary actions that they think best
corresponds to a misconduct any employee may commit. Their answers almost
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matched up with the current disciplinary action imposed by the company. This
suggests that employees approve the rules given by SKECHERS.
5. Enforcing disciplinary actions at the company resulted to the employees being
more cautious to their behavior and actions at work. On the negative side,
employees who are more cautious of their behavior and actions at work has the
tendency to just blend in the background and not be enthusiastic of their work.
They have less opportunity to develop and be great assets of the company as the
fear of being reprimanded restricts them to move and act boldly in the company.
On the optimistic side, cautious employees will bring about a reduced amount of
troubles and problems in the firm. Less mistakes are also bound to happen which
will result to a fast operation.
6. Most of the employees recognize that the disciplinary actions imposed on them
are effective, fair and reasonable. However, both positive and negative are what
they see as an effect to the employees given a disciplinary action. This means that
they are not confident that when they receive disciplinary action they will see it in
an optimistic view.
Recommendation
Based on the preceding findings of the study, the researchers recommend the following
for the improvement of disciplinary action of SKECHERS:
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1. To avoid confusion as to whom the employees are to receive their sanction, the
company should orient the employees about the companys policy and make it
clear whos in charge of who; so theyll know who their immediate supervisor is.
2. Though calm approach was used, as said by Douglas McGregor, disciplinary
action should be immediate, constant, impersonal and with forewarning so that all
employees wont have any dilemmas regarding the enforcing of disciplinary
action.
3. Third, researchers recommend that the corresponding sanction for every
misconduct should be clear to every employee; the supervisors should have a
memo board in which the list of misconduct and equivalent sanction is posted so
that the employees are reminded regularly of the rules. Also, a handbook in which
the company policy is stated should be provided.
4. Since the employees think that the disciplinary actions are up to standard and has
no qualms about it, the company should take the time to give out performance
appraisal so that the employees will be motivated thus, lessening the possibility of
misconduct. Moreover, this will help in the development of the employees which
will surely result to a great asset in the progress of the company.
5. Enforcing disciplinary action should result to the motivation of the employee not
cautiousness which restricts their actions, in this regard, SKECHERS should
instill to their employees that disciplinary actions are there as a way to correct
them and teach them what they should and shouldnt do so that their performance
would improve; not that sanctions are there as punishments for their
incompetency.
6. SKECHERS should train their supervisors and managers on how to properly
impose disciplinary action to their employees without making them think that
they are being looked down upon to avoid misunderstandings.
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