No abstract available. / Thesis (LL.M.)-University of KwaZulu-Natal, Durban, 2004.

Thesis (MPA) --University of Limpopo, 2005 / Management of disciplinary measures is a delicate part of work programmes that needs dedicated employees to handle. The personnel should be provided with acts, rules and regulations, codes and work procedures to serve as guidelines during their execution of their duties. In this research work, the participating workers indicated some perceptions that could contribute towards poor service delivery, which include tribalism, ethnicity etc. The Department of Agriculture should eliminate these perceptions soon in order to achieve the set departmental goals. The personnel should be encouraged to undergo various trainings so that they can be mentally empowered. They should be exposed to libraries to get materials relevant to their work sphere. Monitoring should be regular to ensure perfection within an institution. Employees are of the opinion that training workshops are for specific group of workers and that they are treated inequitably by the institution. Their future efforts are then demoralized. Knowledge acquired from various literatures should be implemented practically. The management and supervisors can gain knowledge about the various disciplinary approaches such as supportive approach; disciplinary policy, which indicates the steps to be followed when applying the disciplinary measures; disciplinary system like the designing of a disciplinary action; and the techniques such as the analyzing of the written institutional records and statement of discipline related rules and procedures. All employees within an institution should take discipline as reformative. Supervisors should where possible react positively in order to bring balance between the workers and the employer. The treatment of employees should develop positive attitudes such as the desire to work with, and not against, their superiors. The data collected indicated that there are factors contributing towards fair or unfair management of disciplinary measures. Good factors should be encouraged and maintained whereas the negative ones should be addressed to avoid delay in service delivery.

No abstract available. / Thesis (M.Admin.)-University of Durban-Westville, 1992.

Thesis (MTech (Tourism and Hospitality Management)--Cape Technikon, Cape Town, 2004 / The problem of managing discipline in the hotel industry ranges from senior managers failing to manage discipline correctly, to junior/middle managers having insufficient practical experience and confidence to discipline effectively and justify the decisions they have made. Senior managers therefore lack confidence in junior/middle management's ability to manage discipline. The objective of this study is to provide senior management with simple, workable solutions to manage discipline correctly. This will enable senior management to delegate the management of discipline to junior/middle management correctly; to improve the confidence of junior/middle management in the management of practical discipline; to improve the confidence level of senior management in the ability of junior/middle management to manage discipline; and to .improve the ability of junior/middle management to correctly and confidently justify disciplinary decisions they have made. The study recommends that: senior management should take the lead and initiative to allocate time with junior/middle management to plan how to manage discipline effectively; the success of senior management's performance should be measured by how well junior/middle management achieve the performance competence to formally and practically manage discipline; senior management should provide structured feedback, coaching and counselling to junior/middle management on their performance; and senior management should coach junior/middle management on how to justify disciplinary decisions. The cost of this change, namely, coaching and influencing people, is not monetary, but one of commitment. It is the choice senior management should make. The choice is to want control or to coach, namely, to use power to change or influence change, to compel or develop people to take responsibility and ownership for what they were employed to do.

There is now widespread acceptance in the organisations that human resources are an important source of competitive advantage, or an important component of the value chain. In the public service sector, the delivery of services to the populace depends on the competence, motivation and discipline of the employees. All of this points to the importance of properly dealing with HR issues in organisations. This empirical study gathered the views of Ward Managers of the Kwa-Zulu Natal Department of Education. 40% of Ward Managers participated in this survey, and the responses were analysed utilising the Statistical Package for Social Sciences (SPSS). The results indicate that the majority of respondents perceived the department’s disciplinary process to be unfair both substantively and procedurally. The majority of respondents felt that there were inconsistencies in the decisions to discipline employees; that the sanctions were inconsistent and that the disciplinary hearings took too long to finalise. Finally, this study recommended further research on the subject, especially utilising different methodologies such as in depth case studies and unstructured interviews in order to gain insights into the reasons why Ward Managers hold the views that they hold or to refine some of the concepts in order to understand what exactly they understand by concepts such as ‘unfairness’. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.