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Why does a person need to comply with the requirements of discipline? The obligation of the employee to observe labor discipline. The concept of labor discipline

Topic 6 Labor discipline and creative activity of employees

6.1 The concept of labor discipline

6.2 Labor schedule. Charters and regulations on discipline.

6.3 Incentives for work and disciplinary responsibility of employees.

6.4 Competition and other forms of creative activity of employees.

A modern developed society provides everyone, a person, with a genuine right to work, i.e. for receipt 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 obligation and a matter of honor for every able-bodied citizen of our country to work conscientiously in the field of socially useful activity chosen by him, and to strictly observe labor and production discipline.

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

Labor discipline obligatory for all employees to comply with the established labor schedule and to properly perform their duties.

Labor discipline is a necessary condition for all common work, all joint labour. Any joint work needs a certain discipline, a certain order, so that all those who work together obey this discipline, order. Labor legislation creates a legal basis for the further strengthening of labor discipline in production.

Under labor discipline as an institution labor law one should understand the totality of legal norms regulating the internal labor regulations, establishing the labor duties of employees and the employer, determining incentives for success in work and responsibility for the guilty failure to fulfill these duties.

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

technological discipline consists in strict observance by employees technological processes in production, the implementation of measures aimed at ensuring the 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 perpetrator to disciplinary responsibility for the total or partial deprivation of his bonus in accordance with the regulation approved by the employer.


Design discipline involves the obligation of specialists to strictly comply with the requirements of drawings and other design documentation in the manufacture of 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 terms of its content, production discipline encompasses labor discipline and goes beyond it. If we consider the concept of industrial discipline in a broad sense, then it should be noted that it consists of many varieties of disciplines. In addition to labor discipline, the production discipline includes: planned; design; technological; compliance with the requirements of standards; compliance with the requirements for savings and rational use raw materials, materials, energy and other types of material resources; negotiable; performing.

Planned discipline involves the procedure for drawing up plans, their coordination, approval and implementation. This procedure is established in the 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 the standards is to comply with the standardization procedure, the implementation of standards: GOST, OST, STP, TU.

Contractual discipline characterized by the organization of economic relations of enterprises on a contractual basis, strict observance of contractual obligations and the responsibility of economic entities for violation of obligations under contracts.

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

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

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

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

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

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

In my opinion, an important means of improving labor discipline is the use of various incentives for employees. With skillful use, rewards can be more effective tool incentives for employees to conscientious work, rather than penalties. Encouragement can push, stimulate an unlimited number of people to commit an act approved by society, and the most encouraged one to repeat this act Goncharov M.A. Labor discipline. Legal regulation. Practice. Documents / ed. Yu.L. Fadeev. // Prepared for System ConsultantPlus, 2008..

The current legislation provides for a fairly extensive system of incentives, which tends to further development. IN last years it is actively replenished with incentive measures established by federal authorities executive power, subjects Russian Federation, local governments. The law enforcer has more opportunities to choose an incentive measure that is adequate to the labor achievements of the employee. 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 of the Russian Federation” Bulletin of normative acts of federal executive authorities. 2005. No. 31. The insignia "Mercy", the badge "Excellent worker in healthcare", the badge "Excellent worker" were established social and labor sphere", Certificate of Honor and approved provisions defining the procedure for their application.

In accordance with Art. 191 of the Labor Code of the Russian Federation, the basis for the application of incentive measures is the conscientious performance by employees of their labor duties. Conscientious is the impeccable performance of labor 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 that determine the content of the work performed. labor function, subject to current Rules internal work schedule. As practice shows, this general basis is not enough to develop a system for encouraging and rewarding employees. Therefore, managers and personnel departments are striving to develop more specific indicators in relation to the specifics of production conditions and the organization of labor at a particular employer. At this stage, most of the difficulties arise. In the absence of normalizing indicators, the application of incentives to employees is usually very subjective and may ineffectively affect the functioning of the incentive system as a whole. In this regard, the issue of developing normalizing indicators of labor efficiency should be given the closest attention.

The incentive system adopted by a particular employer is effective only if employees are aware of the principles of its functioning and understand it. Their belief in the fairness of this system is also of great importance. The norms that govern the entire procedure for applying incentives for conscientious work can be documented in the Internal Labor Regulations, but it is more expedient to do this in a special local regulatory act - the Regulation on Encouraging Employees.

First of all, it should be noted that the presence in the organization of this local regulatory legal act is not mandatory. However, it is being developed and adopted by many organizations. First, it's convenient. Not every organization has collective agreements and agreements. It makes sense to overload the text of the employment contract with a section regulating the issues of incentives only if the enterprise does not have unified system incentives for employees and for each of them individual types of bonuses are established. In all other cases, it is more expedient to develop a single document regulating the system of rewarding employees of the organization, and employment contract link to this local regulation. Secondly, the Provision on Incentives allows you to document the expenses of the organization for the implementation of incentive payments to employees and, accordingly, reduce the taxable base for income tax. Thirdly, the very presence of the Regulation on the promotion of employees, which indicates the indicators, terms and amounts of bonuses, has a stimulating effect on employees, since they know in advance that if their work meets the indicators specified in this local act, they will have the right to count on additional remuneration Rodina H.The. Regulations on bonuses for employees // Personnel service and personnel management of the enterprise. 2006. N 3. P.52..

Very important question- determination of the amount of bonus payments. What recommendations are possible here? Firstly, if the management of the organization does not want to act according to the template and wants to independently determine the amount of rewards deserved by employees, you can limit yourself to common phrase that the amount of the bonus is determined by the head of the organization, taking into account the opinion of the immediate supervisor of the employee. Secondly, it is possible to protect the desire of the head of the organization to benefit his subordinates with certain limits by establishing a minimum and maximum dimensions premiums. Thirdly, the size of the bonus can be set either in a fixed amount of money, or as a certain percentage of the employee's official salary.

In my opinion, the percentage determination of the size of the premium or its minimum and maximum limits seems to be the most convenient. Indeed, in this case, it is not necessary to constantly make changes to the Regulation on bonuses related to indexing the size of the bonus, and also allows you to differentiate the size of the bonus for employees depending on the position they hold and the size of their salary. You can also enter additional criteria for determining the size of the premium. In particular, the size of the bonus may be increased depending on the length of service in the organization.

It is advisable to form a system of factors that serve as grounds for encouraging employees for different categories of employees in different ways - taking into account the nature of the work performed, the procedure for accounting and standardizing the results of the work of various categories of employees. For example, it would be useful to define different approach in the development of an incentive system for employees whose work rationing is based on financial and other indicators for the entire organization as a whole and for those categories of employees who have personal rationing indicators. Employees can be conditionally divided into the following categories: 1) management - administration; 2) middle and junior management - managers separate subdivisions, departments, workshops, working groups. For this category of workers, it is expedient to develop standardizing 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 specified by the collective agreement or the Internal Labor Regulations in accordance with the assigned management tasks. In addition, in the statutes and regulations on discipline, the grounds for the application of incentive measures, as a rule, are specified in relation to the specifics of working conditions in specific industries.

Unfortunately, at the moment, the heads of organizations do not attach of great importance moral incentives. There are significant reasons for this. Moral incentives such as certificate of honor, 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”, en masse and without reinforcement by any material incentives. Taking into account the specifics of today, the employer can develop their own types of moral incentives, which will be very effective in stimulating staff. Representative offices are an example. foreign companies working in Russia, in which, along with a rigid system of disciplinary sanctions, measures of material incentives, there is an extensive system of moral incentives for employees. One of the examples of moral encouragement is 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. Fadeev. // Prepared for System ConsultantPlus, 2008..

Encouragement as a method of managing disciplinary relations is the recognition of the employee's merits to the team by providing him with benefits, advantages, public honor, and increasing his prestige. Every person has a need for recognition material values). Encouragement is aimed at fulfilling this need. Unfair use of incentives can quarrel the whole team See: Commentary on Labor Code of the Russian Federation (item-by-article) / ed. IN AND. Boxes. M.: Norma, 2007. S. 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 applied for each manifestation of the employee's labor activity with a positive result; 2) encouragement should be significant, 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 supplanted only by positive traditions, and not by an order; 5) the closer the moment of receiving a reward, the more actively a person works; 6) availability of encouragement. As practice shows, it is advisable to establish indicators upon reaching which the employee receives legal law for encouragement. Thus, obvious, accessible additional goals in labor are formed for each employee, and these goals are another effective tool management of labor and discipline in the team.

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

In addition to those listed above, 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 from the increase in labor productivity, and hence profits; promotion of an employee is participation, together with the manager, in developing the goals of any activity; Special attention and the head of the organization should give assistance to middle managers; the interests of employees should not conflict with the goals of increasing the income of the organization; you can not encourage someone who did not deserve it; there should be no gap between the manager's declaration about the incentive system and the real reward system; it is not recommended to maintain a system of privileges for managers, which widens the gap in the income of workers; it is advisable to actively use the system of internal remuneration, which gives the very content of the work; find out what the employee considers valuable for himself, and on this basis build a reward system for this employee; the incentive system should be individual for each employee; the employee must be able to earn a second salary at his workplace.

In the application of the incentive system, an important place is occupied by the mechanism for introducing employees to incentives. For example, in the provision on encouragement in force in the organization, the rights of managers should be divided different levels for each type of incentive. So, it seems quite logical that the head of a structural unit (department, workshop, and so on) uses incentive measures that are not associated with serious material costs of the organization, for example, announcing gratitude, speaking to the head of the organization with the initiative to remove the previously imposed penalty from the employee, paying bonuses (one-time bonuses) in small amounts to the best employee of the 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 funds allocated to encourage 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 specific group of employees (workers of a shop, teams, and so on) or the labor collective as a whole.

Speaking of negative motivation, employers primarily mean financial penalties and deductions. However, it is precisely this measure that has no right to exist according to the 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 one: after all, it disciplines people, which means it increases efficiency Article-by-article commentary on the Labor Code of the Russian Federation / ed. F.N. Filina. Moscow: GrossMedia, ROSBUKH, 2009. S. 211. ). 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 responsibility. In turn, an integral part 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 lawful and justified decision on a specific disciplinary case and confirm his own correctness in the event of an individual labor dispute. The employee, in turn, will be protected as much as possible from possible violations by the employer of his legal rights and interests Kosov I.A. Legal requirements for the documentation of disciplinary sanctions // Paperwork. 2007. N 3. P.42..

In the process of applying a disciplinary sanction, the employer must form the following package of documents: 1) documents confirming the commission of a disciplinary offense by an employee: memorandums; 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: an order (instruction), an 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 examination. In order for the application of disciplinary measures against an employee to be justified, it is necessary to meet all the conditions for bringing him to disciplinary responsibility. Failure to comply with at least one of them may result in the cancellation of a disciplinary sanction in judicial order at the suit of the employee Kail A.N. New order and conditions for imposing disciplinary sanctions // Labor Law. 2007. No. 2..

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

In practice, many managers widely use unforeseen labor law methods of influencing the employee: translation into lower paying job, deprivation of the right to combine jobs, the abolition of the payment of bonuses for the intensity of labor, and so on. 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 practice. Decreasing wages by imposing fines is also illegal. In accordance with Art. 192 of the Labor Code of the Russian Federation. This is also indicated arbitrage practice Solution Supreme Court Russian Federation of October 28, 2002 N GKPI2002-1100 // Reference and legal system "ConsultantPlus: Judicial Practice" .. A fine as a measure of disciplinary action is possible if part of the staff's earnings is made up of various incentive bonuses and monetary compensation paid in addition to the basic salary.

Most of the employees' appeals to the court with claims against employers regarding bringing them to disciplinary liability are due to the fact that they do not agree that they committed disciplinary offense, or do not understand what the failure of their official duties consists of. In order to prevent such labor disputes or facilitate the process of proving in court, the employer must comply with the following conditions: 1) the employee's labor obligations must be documented; 2) the employee must be aware of his labor duties, 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 responsibility of the employer to take actions to familiarize employees against signature with the adopted local regulations directly related to their labor activity. Only after that, the 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. Fadeev. // Prepared for System ConsultantPlus, 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 and deprive him of his bonus? Sometimes employees believe that the employer is violating the law, as 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, only one disciplinary sanction may be applied for each disciplinary offense. However, bonuses to employees are part of the system of remuneration and incentives established at the enterprise, therefore, in our opinion, depriving an employee of a bonus for a disciplinary offense committed by him, along with the simultaneous issuance of, for example, a reprimand, is not a disciplinary sanction. Therefore, 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 determines the labor schedule, specific labor duties of an employee are fixed in an employment contract concluded with him, as well as in job description, technical rules etc. At the same time, the procedure for familiarizing the employee with his job responsibilities is not regulated by special regulations. You can choose one of the options: 1) familiarization log; 2) familiarization sheet (separate for each employee); 3) the signature of the employee on the relevant local regulatory act. The latter option seems to be the most preferable, since it accurately 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 to disciplinary responsibility the head of the organization, his deputies upon request representative body employees, 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 "representatives of employees", "representatives of the interests of employees", "other representatives of employees", can create conflict situations in a collective. They can be avoided if the local act establishes the procedure for the formation or determination of such a body of employees. It also seems necessary to establish the categories of executives related to the deputy heads of the organization, the terms for considering applications from the representative body, the procedure for issuing documents indicating violations by officials of laws, other legal acts on labor, conditions collective agreements and agreements Khnykin G. Local regulations and labor discipline // Corporate Lawyer. 2008. N 3. P.23..

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

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 eventually become systematic. This directly worsens 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 the requirements, punish violators.

The 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 available in the organization, which are focused on establishing the duration of working hours, routine, relationships among the team, etc.;
  • component of legal relations- norms of behavior of employees and the entire team as a whole;
  • actual employee behavior- the degree of implementation of the established norms and regulations available in the contract.

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

The manager or direct supervisor must:

  1. draw up the content of the internal labor schedule;
  2. establish the rights and obligations of employees;
  3. approve work time;
  4. create organizational and economic conditions for work;
  5. cultivate a conscientious attitude to work.

Rules should be based on:

internal regulations (local or sectoral);

statutes and regulations on the discipline of individual employees;

technical rules, as well as instructions;

job instructions.

All points of internal labor discipline must be spelled out in the internal regulations. When compiling them, it is necessary to take into account the features of the work, corporate culture, as well as the main objectives.

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. increase labor productivity;
  3. ensuring the reasonable use of working time;
  4. maintaining a safe and comfortable environment;
  5. promotion of occupational safety and health.

Compliance with labor discipline is a way to achieve high 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 there may be emergencies during which people can suffer, get seriously injured.

Compliance with labor discipline and methods of ensuring it

Without issuing an order on labor discipline in the team, without developing labor regulations and not familiarizing employees with them, it is impossible to require employees to comply with unspoken norms. All rules must be fixed! 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 performance.

There are three levels of labor discipline:

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

medium - compliance with the norms is noted, but some employees periodically commit violations;

In order for the strengthening of labor discipline to be noted, it is necessary to take all measures conducive to this. The manager must develop a punishment scale by which employees can assess their guilt. At the same time, employees who try to comply with all the rules should be encouraged. This can be done in several ways.

promotion- public recognition of the merits of individual employees, rewarding. As a rule, encouragement means monetary reward. As an alternative, gym memberships and gifts are used.

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

moral incentive - effective method improvement of labor discipline. Not all employees are interested in exactly financial incentive, so they prefer diplomas, awarding titles, and other thanks.

Usually, in order to strengthen labor discipline, individual employees are encouraged, but if the entire team strictly observes the established standards, it is impossible to single out someone specifically. In the future, dishonest encouragement will lead to a deterioration in the psychological climate, a decrease in motivation and loyalty. If the organization cannot give bonuses to everyone, it is possible to award employees with certificates or small memorable gifts.

Control of labor discipline: methods of ensuring

The organization should constantly monitor labor discipline, and if systematic violations are detected, work should be carried out both with individual employees and with the entire team at once. If you do not pay attention to small deviations from the rules, in the future they will take on a large-scale character. 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 drastic measures are inevitable: the HR director fired the informal leader, and discipline problems disappeared

The incident happened in a large holding company. The new head of the HR service dismissed a specialist who has been working in the company for a long time “under the article”. Protesting, the team began to massively violate discipline. In order to keep the team, the HR director focused on two things - individual conversations with subordinates on the job and informal communication, say, going to the movies. As a result, the HR Director identified an informal leader who made a mess. After talking with him, the head of the personnel service concluded that the troublemaker should be fired. After the dismissal, indeed, it was not difficult to return discipline.

The control of labor discipline of employees is aimed at identifying all violations:

  1. deviations from labor protection rules;
  2. absenteeism;
  3. systematic delays;
  4. leaving work early;
  5. embezzlement or theft of property;
  6. refusal to comply with the requirements of superiors;
  7. failure to perform official duties.

Carrying out control of labor discipline of personnel, and Considering principles of its organization, the manager must:

to form able-bodied and close-knit teams;

make a list of rules of a general or personal nature;

increase the level of organizational skills of leaders.

All workers who stumble should be punished. It can be both penalties, and statements, reprimands and dismissal. In some cases, violations are recorded on a personal card, while the employee can be fired under the article by making an appropriate note in the work book.

Carrying out the control of labor discipline in the organization, noticing shortcomings, it is necessary to show loyalty, take into account circumstances that extenuate guilt. If the employee has committed violations for the first time, you can have a preventive conversation with him or ask him to write explanatory note. Usually this is enough.

Control of labor discipline of personnel: sample order

The employer must issue an order on labor discipline. To date, a unified form orders is not provided, so it can be filled in in any order, but you need to specify the basic information. The employer can use type specimen or prepare the document yourself.

Order on labor discipline: sample

  1. order number;
  2. publication date;
  3. the name of the employer;
  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 the control of labor discipline of personnel, encouragement or punishment of specialists, strengthening diligence. Accordingly, in case of any changes and violations, a document must be prepared. It should be made known to employees who receive incentives, punishments or other measures.

Discipline Order:

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

You might be interested to know:

“People are not judged by themselves,” people say. And right! Not all employees are as good, responsible and disciplined as the boss! What to do with irresponsible violators of internal regulations? Maintain labor discipline among them!

Everyone needs discipline, everyone needs discipline! And who needs it more? Employee or boss? And where do the legs grow from violations of the internal routine - from above or below? Let's figure it out.

If employees are periodically late, take off, do not follow instructions - whose problem and flaw is this? It may very well be that the employees: no responsibility, self-discipline, moral work, in the end, my mother did not teach the systematic fulfillment of obligations. But after all, someone hired these people, they are managed and their activities are controlled. So maybe the matter is in the “top”?.. You can guess for a long time, but there is no point in this. It makes sense to figure out how to maintain labor discipline and what mistakes the manager needs to avoid in order not to “dissolve” the staff.

What are my mistakes?

First and foremost mistake. I allow myself "liberties". If you can come late on Friday, leave early on Thursday, and in the meantime go away on personal business, expect the corresponding consequences. Employees will “try on” your behavior matrix for themselves, and “sitting” on VKontakte, for example, will not become your personal weakness, but the prerogative of all your subordinates. So control your weaknesses!

The second error is significant. Lack of proper control over the execution of internal regulations. “Well, the person is late, you will think, with whom it does not happen. The main thing is that the amount of work is done.” Some bosses are happy that their employees are just as responsible and disciplined as their bosses. Sometimes you just don’t want to figure out what the essence and the matter is, to punish someone ... But in vain! Subordinates begin to feel their impunity, and if at first the delays are unintentional, then later they can become so. In general, do not spare time for control!

I am the leader, discipline approver

To control labor discipline, you first need to determine what rules you expect employees to follow. It is clear that you should not be late, skip, take off, but more specifically? .. In order to explain these rules, you need to formulate them and fix them on paper. Personnel must be familiar with the internal labor regulations. You can even include some clauses in the employment contract.

If it seems to you that it would be superfluous to prescribe such things in the contract, then you are mistaken. Employees should immediately understand that the “relaxation” is over, and now you will adhere to the rules of labor discipline and monitor their implementation. Explain to employees in which case, for what and what types of penalties they face in case of violation of discipline. You can make some kind of list of violations, next to which the severity of the “crime” and the form of punishment will be affixed. Understanding that no offense will go unnoticed will be a powerful incentive to stick to the work schedule.

By the way, about the graphics. Does your company have it? If not, then it is simply necessary to compose it. When there is no order and clarity in actions, people are simply lost - what to do, where to go? As a consequence: “Okay, I’ll rest today, I’ll do more tomorrow. Or the day after tomorrow". Relaxation, a sense of lack of control among employees do little to promote the development of the enterprise. Yes, and it is much more difficult for you to control the activities of subordinates.

What should the schedule include? labor day? Of course, opening hours. Take the time to carefully consider the schedule so that it is logical, reasonable, familiar to employees. It must include a rest break. Why? Because otherwise, employees will “allocate” this time at their discretion. Place the daily routine, as well as the internal regulations, in full view of the employees.

And most importantly - control the behavior of your employees constantly! Do not lower the situation "on the brakes" - it will not lead to anything good. Track all violations and deal with them on the spot. Control is a necessary condition for maintaining labor discipline.

Do not exclude yourself from the list of those who may be subject to recovery. If employees see that you yourself obey the rules, it will become much easier to follow them. Do not forget the words of Seneca: "The power of the unjust is short-lived."

Production discipline means order in production. In addition to labor discipline, production discipline includes ensuring the smooth and rhythmic work of the organization, providing workers with raw materials, tools, materials, work without downtime, etc. The employer is responsible for the production discipline. As for workers, they are only responsible for violation of labor discipline.

Internal labor regulations of the organization

The internal labor schedule is the procedure for the behavior of employees in a given production, established by law and on its basis by local acts, both in the process of work and during breaks in work when employees are in the production area. Legal regulation of the internal labor regulations is carried out on the basis of Ch. 29 and 30 of the Code. The internal labor regulations of the organization are approved by the employer, taking into account the opinion of the trade union committee of the organization. They, as a rule, are an annex to the collective agreement (Article 189 of the Labor Code). The labor schedule of the organization is determined by the internal labor regulations.

Internal labor regulations of the organization- this is a local regulatory act of the organization, approved by the employer, taking into account the opinion of the representative body of the employees of the organization (Article 190 of the Labor Code of the Russian Federation), which establishes:

The procedure for hiring and dismissing employees in accordance with the Code and other federal laws. For example: the appearance on the territory of the plant in a state of intoxication during working hours - dismissal under subpara. “b” paragraph 6 of Art. 81 of the Labor Code, on a day off - a disciplinary offense, outside the production area - an administrative offense;

Working hours: duration of the working week (5-day with two days off, 6-day with one day off, working week with the provision of days off on a rotating schedule), duration of daily work, start and end times, work breaks, the number of shifts per day, the alternation of working and non-working days (Article 100 of the Labor Code of the Russian Federation);

List of positions of employees with irregular working hours (Article 101 of the Labor Code of the Russian Federation);

The time of granting a break from work for rest and meals and its specific duration. In cases where, under the conditions of production, it is impossible to provide a break for rest and food - a list of jobs where the employee is provided with the opportunity to rest and eat during working hours, as well as places to rest and eat (Article 108 of the Labor Code of the Russian Federation);

Types of work in which the employer must provide employees with special breaks for heating and rest, the duration and procedure for providing such breaks (Article 109 of the Labor Code of the Russian Federation);

The second day off with a 5-day working week, and in organizations in which suspension of work on weekends is impossible due to production, technical and organizational conditions - days off on different days of the week for certain groups of workers (Article 111 of the Labor Code of the Russian Federation);

The duration of the additional annual paid leave for employees with irregular working hours (Article 119 of the Labor Code of the Russian Federation);

Days on which employees of the organization are paid wage(Article 136 of the Labor Code of the Russian Federation);

Additional types of incentives for employees for work (Article 191 of the Labor Code of the Russian Federation).

The internal labor regulations also establish the basic rights, duties and responsibilities of employees and the employer, as well as other necessary provisions in relation to the specifics and working conditions of a particular organization.

In accordance with Art. 68 of the Labor Code of the Russian Federation, the employer is obliged to familiarize the employee with the internal labor regulations in force in the organization when hiring him. The internal labor regulations must be available for review by employees at any time. Usually they are hung out in the organization or its structural subdivisions in a conspicuous place.

In those industries National economy where the statutes and regulations on discipline apply for the main workers, the Internal Labor Regulations also apply for other employees of this production that are not related to those to whom the statutes and regulations apply, for example, for civil servants. It should be noted that for civil servants, the legislation establishes official or executive discipline, which is considered synonymous with labor discipline.

The statutes and regulations on discipline are approved by the government of the country. So far, there are still allied ones (there are more than a dozen of them), but there are also Russian ones, for example, the Regulation “On the discipline of railway transport workers of the Russian Federation”, approved on August 25, 1992 (SAPP RF. 1992. No. 9. Art. 608; 1994. No. 1. Article 11, Regulations “On the disciplinary responsibility of heads of administration”, approved by Decree of the President of the Russian Federation of August 7, 1992, as amended on November 14, 1992 (Vedomosti RF. 1992. No. 33. Art. 1931).

Since the charters and regulations on discipline are special legislation and apply to those key (leading) employees whose gross disciplinary offense can lead to serious consequences or death of people and goods, these acts may provide for more severe disciplinary liability than in the general acts of the labor the rights. These acts also provide for additional duties of employees and their managers.