Disciplinary Actions As Perceived by Employees On Skechers Philippines

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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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to everyone. It is an important factor in the workplace because it acts as a guide towards

successful businesses.
However, employee discipline does not always lead to success. Its success
depends on the ones who are imposing them and how their workers react to it. Some
workers may act negatively on the disciplinary actions imposed to them. They may
respond to it rebelliously and cause more harm. On another light, they may react
positively to it and try to improve their job performance. And for some people, they may
not see it as a factor that leads to better performance. That is why it is necessary to study
the impact of disciplinary actions to the job performance of the employees. It is an issue
that should not be ignored. When properly administered, it will not only reduce and avoid
future problems but also benefit the company in many ways.
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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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In 1995, Skechers was launched in ASAP, a Sunday noontime show in the

Philippines. By 1999, Skechers went public. Although the stock was slow to warm up for
investors through the first year, by 2000 the stock began to rise steadily and maintain its
growth through the next decade and beyond. Investors started calling Skechers a "strong
buy." In 2014, "Forbes" magazine called Skechers "the hottest major brand in the U.S."
after it officially became the fifth largest sneaker company in the world in terms of
market share. It currently has 155 stores and counting nationwide.
Statement of the Problem:

This study is entitled Analysis on the Disciplinary Actions on the Job Performance at
SKECHERS Philippines for the year 2015. Specifically, it seeks to find answers on the
following questions:
1. Who is responsible in deciding or implementing disciplinary actions in the
company?
2. What kind of disciplinary approach does the SKECHERS Philippines employ?
3. What are the corresponding disciplinary actions enforced upon the commission of
the following acts:
a. Tardiness
b. Dishonesty
c. Substandard performance
d. Absence Without Leave (AWOL)
4. What are employees perceptions on the disciplinary actions given to them?
5. What are the effects of discipline on employees job performance?
6. How do employees evaluate the disciplinary actions imposed on them?
Statement of the Objectives:
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The study on the assessment of disciplinary actions of employees at SKECHERS

Philippines seeks to fulfil the following objectives:
1. To identify who is responsible for the implementation of disciplinary actions in
the SKECHERS Philippines
2. To determine the type of disciplinary approach employed by the SKECHERS
Philippines
3. To find out the corresponding disciplinary actions enforced upon the commission
of tardiness, dishonesty, substandard performance and absence without leave
(AWOL) by the SKECHERS Philippines employees.
4. To discover the SKECHERS Philippines employees perceptions on the
disciplinary actions given to them.
5. To identify the effects of effects of discipline on SKECHERS Philippines
employees job performance
6. To determine how the SKECHERS Philippines employees evaluate the
disciplinary actions imposed to them.
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
Figure 1 Research Paradigm on the Disciplinary Actions on the Job Performance of

Employees at SKECHERS Philippines
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.
The Significance of the Study

This study will be beneficial to the Management of the SKECHERS Philippines
in evaluating their employees for appropriate disciplinary actions on job performance,
which can have a concrete effect to the Management. With this, they will have a
cognizable point of view on employees job performance being administered by the
Management. This study may also serve their reference in formulating their assessment
procedures.
The employees in SKECHERS Philippines, as the respondents of this study, will
have an opportunity to voice out their opinion on the evaluation given to them. They will
have a better understanding of the analysis of disciplinary actions on job performance.
The students of Human Resource and Operations Management will have
appropriate information of implementing the disciplinary actions. This will also picture
out the actual state of job performance in evaluating the employees. The proposed
implications of the findings may be used by other researcher/s for further reference of
same topic as the analysis of disciplinary actions on job performance.
Scope and Limitation of the Study
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This research is conducted to investigate the analysis of disciplinary actions of

employees at SKECHERS Philippines for the year 2015. Currently, SKECHERS
Philippines have a total of 123 employees, the researchers used Stratified Random
sampling method to the total population. Questionnaires are distributed to 13
departments. This includes the Human Resource Department, Store Planning Department,
Marketing Department, Creative Department, Management Information Systems
Department, Retail Department, Audit Department, Concession Department, Accounting
Department (Cash, Tax, and Payables), SKECHERS Time, Import and Merchandise
Department, SKECHERS Apparel and Warehouse Department.
The key points considered into this investigation are the persons involve in
implementing disciplinary actions in the firm, the kinds of disciplinary approaches used,
the perceptions and effects to the job performance of employees of disciplinary
approaches used. The study was conducted first semester of the Academic Year 20151016. The limitation of the study is that the statistics would not be as precise due to
certain factors of different perceptions made by respondents is out of the control of the
researchers.
Definition of Terms
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Admonition a gentle or friendly reproof, warning or reminder; or counseling
against a fault, error and oversight.

Bawl-out to reprimand loudly or severely as a disciplinary action should be
avoided because when done in the presence of others, it generates a feeling of
resentment on the employees.

Behavior -a response of an individual or group to an action, environment,
person, or stimulus.
Company policies a program of actions adopted by an individual, group, or
government, or set of principles being implemented.

Counseling help with personal problems or psychological matters usually
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
who break them

Disciplinary actions- relating to enforcement and punishment: relating to the
enforcing of rules and punishing of people who break them.

Discipline- the practice or methods of ensuring that people obey rules by
teaching them how to do so: behave in controlled and calm way even in a
difficult or stressful situation. A process of controlling one's behavior and
actions, either through self-motivation or through teaching and punishment.

Dishonesty the use of lies or deceit, or the tendency to be deceitful
Dismissal the removal of somebody from employment
Duty- ethical, legal, or moral accountability, owed always or for a certain
period, specially to someone who has a corresponding right to demand
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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Job Performance- the work related activities expected of an employee and

how well those activities were executed. Many business personnel directors
assess the job performance of each employee on an annual or quarterly basis
in order to help them identify suggested areas for improvement.

Management- consists of the interlocking functions of creating corporate
policy and organizing, planning, controlling, and directing an organization's
resources in order to achieve the objectives of that policy.

Policy-a definite course or method of action selected from among alternatives
and in light of given conditions to guide and determine present and future
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,
or being what he or she is.

Punishment-a penalty that is imposed on somebody who for wrongdoing
Regulations- the act of regulating or the state of being regulated. A principle,
rule, or law designed to control or govern conduct. A governmental order
having the force of law. The capacity of an embryo to continue normal
development following injury to or alteration of a structure.

Responsibility- a duty or obligation to satisfactorily perform or complete a
task (assigned by someone, or created by one's own promise or circumstances)
that one must fulfill, and which has a consequent penalty for failure.
Sanctions- penalty or punitive action imposed for failure to comply with a
court order, law, or regulation.

Supervisors somebody whose job is to oversee and guide the work or
activities of a group of other people

Suspension the temporary removal of somebody from a team, position,
school, or organization, especially as punishment

Tardiness late: later than the expected or usual time
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Warning or Reprimand given to stress the seriousness of the employees

disregard for rules and other organizational requirements
CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES
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.
General Concepts, Principles and Theories Related to the Study
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Discipline in the workplace was a necessity for an organization to prosper. The purpose
of disciplinary action is to encourage employees to behave sensibly at work, where being

sensible is defined as adhering to rules and regulation. Workplace discipline when it was
properly administered will not only reduce and avoid future problems but also benefits
the company in so many ways.
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.
Points to consider before deciding a disciplinary actions. Certain questions must be

answered:
1.) How serious the offense
2.) How much trouble has been caused?
3.) Are there others involved?
4.) Does it affect other employee regards to the offense has made?
5.) What are its consequences?
6.) Is the contemplated penalty reasonable under the circumstances?
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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The supervisor should take corrective disciplinary action to eliminate or minimize

poor performance of an employee and reactive action, will probably differ from another
in the nature, facts, and individuals involved. The immediate supervisor is responsible for
maintaining discipline and morale among the employees he supervises and for initiating
appropriate disciplinary action where the facts warrant such action. It is an important
responsibility requiring impartiality, good judgment, and courage.
The Personnel Department assists and advises supervisors and line executives in
taking appropriate disciplinary actions. Although discipline is primarily the responsibility
of line supervisors, the personnel manager should always be ready to assist them in
taking disciplinary action. The personnel manager should know the legal provisions and
court decision affecting disciplinary action and for this purpose, he should not hesitate to
consult the companys legal counsel in case of doubt. (Sison, Perfecto S. Personnel and
Human Resource Management 1991)
According to the National Service Commission, Habitual Tardiness is defined as
"Any employees shall be considered habitually tardy if he incurs tardiness, regardless of
the number of minutes, ten [10] times a month for at least two (2) months in a semester or
at least (2) consecutive months during the year. (Memorandum Circular No 04, 1991)
Repeated absence without official leave is a form of dereliction of duty and falls
squarely under this rule. So it is with abandonment of employment, or excessive tardiness
(Quiambao, n.d.)
Foreign Literature
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Discipline really affects the organization in such a way that it influences

employees on how it will respond or react on the rules and regulations that was
implemented by the organization. Almost all the organizations know how important the
manpower is in achieving goals towards success. Businesses want their employees to
perform well in their jobs and of course to make those employees work for them for a
long period of time. Discipline, if not properly implemented 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.
Job performance is defined as the value of the set of employee behaviors that
contribute, either positively or negatively, to organizational goal accomplishment.
Employees who are good performers engage in specific behaviors that create positive
value for the firm. Employees who are bad performers engage in specific behaviors that
hinder organizational goal accomplishment. Organizational commitment is defined as the
desire on the part of the employee to remain a member of the organization. Employees
who are committed to their organization improve the organizations retention because
the stay around for the long term. Employees who are not committed are more likely to
turn over voluntarily quitting their job and ending their membership with the
organization. (Colquitt, Jason A. Organizational Behavior: Essentials for Improving
Performance and Commitment. 2010 pp. 25)
Many organisations give the supervisor authority to administer less severe forms
of discipline and more severe cases are handled by an upper-level line manager or HR
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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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HR people need to keep up to date on case law and be experts in disciplinary

matters. Making bad decisions or giving wrong advice will severely damage credibility.
Therefore the HR managers should also not be afraid to take advice themselves before
giving advice to others.
Where there is serious misconduct, HR should provide advice and support to line
managers during the investigation phase and especially when a decision is taken to
institute formal disciplinary proceedings. HR can also assist a line manager with case
preparation but all this should be done behind the scenes.
Under no circumstances should HR people be seen to be actively involved in the
case against the employee. They should also not chair enquiries or appeals, other than for
their direct reports.
HR should be the change agents within the organisation helping management to
create a better workplace. They can never hope to achieve that if they are perceived by
employees to be the hit squad responsible for having people dismissed. (The Role of
HR Manager, 2014)
General Impact of Tardiness
When employees don't show up for their assigned shifts on time, there's an
immediate negative impact. Coworkers might have to cover for the tardy employee until
he shows up, putting them behind on their own work. Important meetings and projects
might have to be delayed. In some cases, the business might not open up on time and
customers might be left waiting. Dealing with this unprofessional behavior can make
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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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defined as an evaluative judgment about the rightness of a persons fate or treatment by

others (Ball, Trevino, & Sims Jr., 1994, p. 300).
As new approaches to business are applied, new responsibilities of supervisor

emerged. Supervisors are responsible for activities for the development of their
subordinates. A supervisor must understand the daily challenges the company is facing
every day to be effective and efficient.
Supervisors are expected to maintain discipline within their staff for several reasons.
Enforcing discipline keeps employees focused on productive job activities and maintains
a level playing field for all employees. It prevents any individual employees from
performing prohibited activities while the others try to abide by the rules. This applies to
rules set forth in the company handbook as well as for departmental rules established by
the supervisor. (George N. Root III, 2014)
There are two approaches in Discipline
1. Positive Discipline:
This is also called self-imposed discipline. It involves creation of an atmosphere
in the organization through rewards, appreciation, incentive payment, promotion,
constructive support etc. to motivate employees to work willingly to accomplish the set
goals.
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Positive discipline emphasizes the concept of self-discipline or self-control. Thus,

it reduces the need for personal supervision to make employees conform to organizational
rules, regulations, procedures and standards.
According to William R. Spriegel, Positive discipline does not replace reason but
applies reason to the achievement of a common objective. Positive discipline does not
restrict the individual but enables him to have a greater freedom in that he enjoys a
greater degree of self-expression in striving to achieve the group objective, which he
identifies as his own.
Evidences suggest that self-disciplined person tends to be a better worker than one
who is not. Self- discipline, when developed from within, leads to building up morale and
esprit de corps that is the desideratum of the time to run organizations successfully.
2. Negative Discipline:
It is also called enforced discipline. 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.
In other words, the purpose of negative discipline is to scare and create fear other
employees and to ensure that they do not indulge in undesirable behaviour. It is worth
mentioning here that negative discipline cannot eliminate the undesirable behaviour of
the employees, but can merely suppress it.
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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.
Because punitive discipline leads to resentment, it needs to be exercised in a
progressive, sequential and chronological manner. A progressive system of discipline
generally contains five steps, viz., an oral reprimand, a written reprimand, a second
written warning, temporary suspension and dismissal or discharge. (Smriti Chand, 2015)
Douglas McGregor is an American social psychologist who conducted a study
called The Hot Stove Rule. The study gives good illustration on how to give
disciplinary action effectively. This rule draws resemblance between touching a hot stove
and giving discipline. When a person touches a hot stove, that person gets burned
instantly; its the same with giving a disciplinary action, when a person violates a rule,
the response is immediate, impersonal, with forewarning and continuous.
According to McGregor, the four principles of Hot Stove Rule are as follows:
Immediacy
Characteristic: If you touch a hot stove, it burns you instantly.

Implication: Disciplinary action should take place immediately after the deed is done; not
sometime after.
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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It is most important that all disciplinary actions, including dismissal, be

administrated in a consistent and uniform manner where similar circumstances exist.
Unsatisfactory Job Performance is any work-related performance that fails to
satisfactorily meet job requirements as outlined in the relevant job description, work plan
or as directed by management of the work unit. The following factors, individually or
combined, shall be considered in determining unsatisfactory job performance:
Quality, quantity, timely completion, accuracy and appropriateness of work
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)
Also an employee may be dismissed for unsatisfactory job performance, or a current

incident of grossly inefficient job performance, or unacceptable personal conduct. In
order to dismiss an employee for unsatisfactory job performance, an employee must have
at least two prior, active warnings or other disciplinary action (or one warning and one
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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.
P a g e | 27
Negative sanctions will only succeed when:
Employee values what is taken away or fears what is threatened.
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.
What is the alternative perspective? The alternative perspective is to consider

discipline in its original sense, as an opportunity for the employee to learn. Discipline, in
this approach focuses on what the employee must learn in order to bring his/her behavior
in line with the needs and expectations of the organization.
Discipline, even in a learning sense, must, at times have "teeth". It just isn't ONLY
teeth. This means that when we are being disciplined, it must be embedded within
ourselves.
Error #2: Discipline as An I-You Confrontation
A second error is that some managers see discipline as something done TO an
employee, not something done with an employee.
Discipline needs to be a "we process". As managers we should consider discipline
as requiring you and the staff member to work together to solve a problem. The
P a g e | 28
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:
Tendency to see an emerging problem not worth addressing.
desire to have harmony
perception that discipline is a cause of disharmony
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
P a g e | 29
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.
P a g e | 30
Error #5: Missing Root Causes

It is understandable when beleaguered and frustrated managers/supervisors "lay
down the law" to a problem employee. In some cases, a problem employee may require
this kind of approach particularly if they have the skills to do what is desired, but have
not been applying the skills for one reason or another, related to motivation. But in many
situations, exhortation, threats, or an offer of positive rewards may have little effect on
behavior, simply because they do not address the root causes of the problem, and leave
the employee "on their own" to figure out a solution.
Sometimes an employee is not succeeding because they lack the skills (even if
they are not aware of the skill deficit). Sometimes an employee is not succeeding because
they have underlying personal or psychological problems. And, sometimes an employee
is not succeeding because the system in which s/he works is not set up to engineer
success.
Without knowing the root causes underlying a performance problem it will be
difficult to work with an employee to improve that performance. (Bacal & Associates,
Performance Management, 2011)
Local Studies
P a g e | 31
In a study of Human Resource Management of Peti Trading Inc. made by Aquino

et al. indicates that the management brings employees behavior under control. The
company takes disciplinary action professionally but the consistency of the company in
its administration of disciplinary action is uncertain. This statement imparts us that the
Management of a certain firm must control the behaviors of its employees. Also the
company must take every disciplinary action professionally which means it should be
right, fair and lawful, and a company must exercise a strong administration of these
actions.
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.
P a g e | 32
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
P a g e | 33
misconduct or inappropriate behaviour. Managers and supervisors should therefore be

responsible for the investigation of counter-productive behaviour, preferably by
conducting personal interviews with offenders in order to determine the causes of their
misconduct and to address personal problems, if necessary. Managers should support
individuals under emotional pressure, identify possible warning signs, and attempt to ease
the pressure wherever possible. Human resource management could utilise the
recommended guidelines for more effective application of discipline in organisations.
These guidelines encompass the process of positive discipline. Positive discipline
corrects defiant employee behaviour through support, respect and people-oriented
leadership. 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.
Anne De Acetis article entitled Disciplinary Action: A Guide to Managing,
Disciplining and Terminating Workers (n. d.), states that every company wants
professional excellence from its workforce. And most workers want to excel and have a
positive relationship with their employer. But as HR professionals well know, some
workers will fall short. And whether their quality of work is poor or theyve violated
company policy, HR will need to take the lead in disciplining those workersup to
termination.
Managers specialize in supervising workers in their daily activities. But when it
comes to problems that could result in termination, HR professionals are the experts.
Expect to script the disciplinary meeting and lead it as it happensin person. HR, the
employee and the employees manager(s) should all attend the meeting. (Witnesses are
P a g e | 34
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.
Synthesis of the Study

In this review, the researchers presented thirteen (20) literatures and five (5)
studies that conveys the importance of disciplinary action in a company. Disciplinary
action is a method of which the authority uses to correct a misconduct done by a
P a g e | 35
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
P a g e | 36
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
P a g e | 37
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.
Description of the Subject
P a g e | 38
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.
P a g e | 39
Population Frame and Sampling Scheme

The researchers used stratified random sampling wherein the respondents are
selected randomly from different department of the company under study. After
stratification, the pure random sampling will be utilizing the actual selection of the
respondents. The respondents are selected using the following steps:
STEP 1: the population is 123
STEP 2: the margin of error to be used is fifty percent
STEP 3: using the Slovins formula
Wherein:
n = the size of the sample

N = the size of the population
e = the margin of error
123
= 1+123(0.05)
123
=
=
1+123(0.0025)
123
1+0.3075
= 94.07
P a g e | 40
94 respondents
The company only allowed 94 to be part of the respondents

STEP 4: the 94 copies of the questionnaire are distributed to the eighteen departments.
To know the number of respondents per department, the researchers got the population of
each department we used the formula:
No. of respondents per department = Population per department x Sample size

Total population
Respondents per
Department
Number of employees
department
Accounting
2.294
Accounts Record
3.824
Cash
6.118
Payables
3.059
P a g e | 41
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
Store and Planning
4.589
Warehouse
15
11.472
TOTAL
123
94.07
SKECHERS Shoes:
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
P a g e | 42
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.
Data Gathering Procedure

The data for this research was collected by using a survey questionnaire. The
survey was formulated by using questions that will answer our statement of the problem
that is modified from related research. The questionnaires were distributed to the rank
and file employees of Skechers Philippines. The researchers assured confidentiality of
their respondents since it can cause consciousness that may affect their honesty and the
effectiveness of their answers. So, the researchers agreed that revealing their identities is
optional. Respondents were given enough time to answer the survey and were collected
on the same day. There was no incentive offered for partaking in the research.
Statistical Treatment
P a g e | 43
The information collected through the answered survey questionnaires were

statistically tabulated, analysed, and were presented with the use of figures and tables. A
statistical formula was used in order to get an analysis and interpretation. The comparison
of the percentage of the frequency and the total number of respondents will get by
solving the frequency distribution and percentage.
Formula: % = f / n (100)
Where:
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 =
( Row Total ) (ColumnTotal)

Grand Total
Degree of Difference
df= (column 1) (row 1)
level of significance = + 0.05
P a g e | 44
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
P a g e | 45
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
P a g e | 46
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
32.98% percent of the population answered Supervisor as the person responsible in

implementing disciplinary actions in the company, 52 or 55.33% of the population
answered Human Resource Manager, 4 or 4.26% of the population answered Branch
Manager, 4 or 4.26% answered Personnel Manager, and 3 or 3.19% of the population
answered others. Based on the survey most of the respondents answered supervisors
because many organizations allow their supervisors to administer the less severe
disciplinary actions imposed. On the other hand, the Human Resource Managers are the
ones handling the severe cases. Supervisors are compelled to act when their workers
commit misconduct. They often do this by tasking another employee to take a statement
from the member under suspicion and send it to the Discipline Section or Human
Resource Department to decide if further steps should be taken. The Human Resource
will take the lead on disciplining those workers up until to termination. (Grobler Et Al.,
Human Resource Management in South Africa. 2006)
TABLE 2
P a g e | 47
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE APPROACH

USED IN IMPLEMENTING DISCIPLINARY ACTIONS
Disciplinary
approach
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.
P a g e | 48
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
tabular value = 14.067

computed value ( x ) = 26.81
P a g e | 49
H : Disciplinary actions have no significant effects on the job performance of the

employees.
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.
Table 3.1 shows that
57 or 61% of the total subjects answered that SKECHERS approach whenever an

employee commit Tardiness is to impose a warning on them, 12 or 13% of the
population answered counsel the employee, 12 or 13% of the population answered
to deduct salary, 7 or 8% answered writing incidental report, 6 or 6% of the
population answered to suspend the employee, 3 or 3% answered dismissal and
none answered bawl-out and to demote.

26 or 28% of the total population answered that SKECHERS counsels an
employee when it commits Dishonesty, 20 or 21% of the population answered the
company warns, 16 or 17% also of the population answered that SKECHERS
writes incidental reports, 21 or 22% of the population answered dismissal, 8 or
9% of the population responded suspension, 1 or 1% of the population reacted
bawling-out the employee, 1 or 1% answered deduction of salary and to demote.
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
P a g e | 50
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.
P a g e | 51
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%
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES FOR

THE CURRENT DISCIPLINARY ACTIONS THE SKECHERS PHILIPPINES
IMPOSED
Table 3.2 indicates that
P a g e | 52
32 or 34% of the total subjects answered that SKECHERS approach whenever an

employee commits substandard job performance is to Counsel them, 23 or 24% of the
population answered employee are warned, 9 or 9.57% of the population answered
demotion, 17 or 18% of the population answered SKECHERS writes incidental reports,
5 or 5.32% answered bawling out employees, 4 or 4% of the population answered to
suspend the employee, 4 or 4% of the population answered deduction of employee
salary and none answered to dismiss or discharge.
42 or 44.68% of the total population answered that SKECHERS Discharges an employee
when it commits Absence without leave, 14 or 14.89% of the population answered
SKECHERS suspends employee, 8 or 8.51% also of the population answered that
SKECHERS warns employee, 12 or 12.77% of the population answered writing of
incident report, 7 or 7.45% of the population responded it bawl-outs employee, 3 or
3.19% of the population reacted deducting employees salary, 8 or 8.51% answered
counselling and none has responded to demote.
As stated to the journal of Pauline Ekpang (2015), some of the poor performance
problems in a work organization are caused by personal issues faced by employees that
affects the employees personal lives lead to performance decline affecting the
organizational productivity. Employees of SKECHERS answered that the management
counsels their workers whenever its performance is substandard in the firm which implies
that the management wants to know the reasons behind why it is being committed. Also
data on the table suggests that SKECHERS Philippines discharges an employee when it
performs Absence without leave as it is viewed as a form of negligence of duty. So it is
typically an abandonment of employment, or excessive tardiness.
P a g e | 53
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
P a g e | 54
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.
P a g e | 55
TABLE 5
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE EMPLOYEES OF
SKECHERS PHILIPPINES ON THE EFFECT OF IMPOSING DISCIPLINE
Effect of imposing discipline
Frequency
Percentage
Employees are motivated to

work harder
37
39.36%
Employees become so
cautious
46
48.94%
Employees are threaten and

afraid
2.13%
Employees resign
3.19%
Employees are under the

control of the management
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
P a g e | 56
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.)
P a g e | 57
TABLE 6
FREQUENCY AND PERCENTAGE DISTRIBUTION OF EMPLOYEES OF
SKECHERS PHILIPPINES PERCEPTION TO THE DISCIPLINARY ACTIONS
Evaluation
Frequency
Percentage
Effective, fair and reasonable
76
81%
Ineffective, unfair and

unreasonable
Others
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)
P a g e | 58
TABLE 7
SKECHERS PHILIPPINES REACTION TO THE DISCIPLINARY ACTIONS
Reaction
Frequency
Percentage
Positive
50
53%
Negative
25
27%
Both
19
20%
None of the above
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)
P a g e | 59
TABLE 8
SKECHERS PHILIPPINES PERCEPTION on the EFFECTS of the
DISCIPLINARY APPROACH USED in THE EMPLOYEES JOB
PERFORMANCE
EFFECTS
postive
negati
ve
both
Approach in Disciplinary Actions
None
of the
above
TOTAL ROW
F
The employees are motivated to work

harder when disciplinary actions are 18
implemented
50
16.6
7
1
0
22.2
2
The employees become so cautious in

their work to avoid any violation or
disciplinary action
15
41.6
7
58.3
3
3
0
66.6
7
The employees are threaten and afraid of

their supervisors
2.7
8
16.6
7
The employees resign after undergoing

disciplinary measures
2.7
8
The employees are under the control of

the management and they are welldisciplined
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
tabular value = 24.966

computed value ( x ) = 28.7
H : Approach in Disciplinary actions utilized by the management has no significant
effect on the employees job performance.
53
1
94
P a g e | 60
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.
P a g e | 61
Because punitive discipline leads to resentment, it needs to be exercised in a

progressive, sequential and chronological manner. A progressive system of discipline
generally contains five steps, viz., an oral reprimand, a written reprimand, a second
written warning, temporary suspension and dismissal or discharge. (Smriti Chand, 2015)
On the other hand, positive discipline emphasizes the concept of self-discipline or
self-control. Thus, it reduces the need for personal supervision to make employees
conform to organizational rules, regulations, procedures and standards.
According to William R. Spriegel, Positive discipline does not replace reason but
applies reason to the achievement of a common objective. Positive discipline does not
restrict the individual but enables him to have a greater freedom in that he enjoys a
greater degree of self-expression in striving to achieve the group objective, which he
identifies as his own.
Evidences suggest that self-disciplined person tends to be a better worker than one
who is not. Self- discipline, when developed from within, leads to building up morale and
esprit de corps that is the desideratum of the time to run organizations successfully.
(Smriti Chand, 2015)
Managers should also support individuals under emotional pressure, identify
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.
P a g e | 62
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.
P a g e | 63
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
P a g e | 64
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:
P a g e | 65
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.
P a g e | 66

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to everyone. It is an important factor in the workplace because it acts as a guide towards

In 1995, Skechers was launched in ASAP, a Sunday noontime show in the

Statement of the Problem:

Statement of the Objectives:

The study on the assessment of disciplinary actions of employees at SKECHERS

Figure 1 Research Paradigm on the Disciplinary Actions on the Job Performance of

The Significance of the Study

Scope and Limitation of the Study

This research is conducted to investigate the analysis of disciplinary actions of

Admonition a gentle or friendly reproof, warning or reminder; or counseling

against a fault, error and oversight.

resentment on the employees.

government, or set of principles being implemented.

who break them

enforcing of rules and punishing of people who break them.

actions, either through self-motivation or through teaching and punishment.

Job Performance- the work related activities expected of an employee and

in order to help them identify suggested areas for improvement.

resources in order to achieve the objectives of that policy.

or being what he or she is.

development following injury to or alteration of a structure.

court order, law, or regulation.

activities of a group of other people

school, or organization, especially as punishment

Warning or Reprimand given to stress the seriousness of the employees

REVIEW OF RELATED LITERATURE AND STUDIES

General Concepts, Principles and Theories Related to the Study

of disciplinary action is to encourage employees to behave sensibly at work, where being

Points to consider before deciding a disciplinary actions. Certain questions must be

The supervisor should take corrective disciplinary action to eliminate or minimize

Discipline really affects the organization in such a way that it influences

HR people need to keep up to date on case law and be experts in disciplinary

defined as an evaluative judgment about the rightness of a persons fate or treatment by

As new approaches to business are applied, new responsibilities of supervisor

Positive discipline emphasizes the concept of self-discipline or self-control. Thus,

Punishment is not pleasant. It causes resentment and hostility on the part of

Characteristic: If you touch a hot stove, it burns you instantly.

It is most important that all disciplinary actions, including dismissal, be

Quality, quantity, timely completion, accuracy and appropriateness of work

Also an employee may be dismissed for unsatisfactory job performance, or a current

Negative sanctions will only succeed when:

Employee values what is taken away or fears what is threatened.

What is the alternative perspective? The alternative perspective is to consider

Tendency to see an emerging problem not worth addressing.

desire to have harmony

perception that discipline is a cause of disharmony

Error #5: Missing Root Causes

In a study of Human Resource Management of Peti Trading Inc. made by Aquino

misconduct or inappropriate behaviour. Managers and supervisors should therefore be

Synthesis of the Study

Description of the Subject

Population Frame and Sampling Scheme

n = the size of the sample

The company only allowed 94 to be part of the respondents

No. of respondents per department = Population per department x Sample size

Import and Merchandise

Store and Planning

Data Gathering Procedure

The information collected through the answered survey questionnaires were

( Row Total ) (ColumnTotal)

level of significance = + 0.05