Dear Friends,
I am working for a PSU as a Line manager. In our organization, even though Non-executives are guided by "Standing orders" and Executives by "CDA rules," no one follows any rules resulting in all types of misconducts.
The indiscipline has gone to such an extent that anybody can do anything and get away with it.
Even though they know the misconducts:
1. Supervisor/ Shift in-charge does not take action for any misconduct.
2. Section in-charge/ HOD does not take any action.
3. Divisional level/ GM level does not take any action.
4. ED/ Director level also do not take any action.
Section in-charge/ HOD does not ask the supervisor for the misconduct of the employee/ worker.
Similarly, other levels.
As the results (production/ profits) are coming, nobody is bothered about discipline.
All the officers get their promotions in time (literally 100%, there is no instance of dropping a single person, any level i.e., Junior, Middle, and senior manager level) - (no sanctity for PMS).
All these line managers blame HR/personnel managers for not taking action.
HR/Personnel blame line managers.
Everybody in the organization looks top right from worker to Director. In this scenario, what is to be done. Who has to bell the cat? What is the role of HR/ Personnel Manager in curbing the indiscipline? HR manager says unless the line manager complains/ brings the misconduct to the notice of the HR manager, HR cannot take any action. Is it true?
Kindly help me in defining the role of HR/ Personnel in these matters.
Thank you
From India, Madras
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I am working for a PSU as a Line manager. In our organization, even though Non-executives are guided by "Standing orders" and Executives by "CDA rules," no one follows any rules resulting in all types of misconducts.
The indiscipline has gone to such an extent that anybody can do anything and get away with it.
Even though they know the misconducts:
1. Supervisor/ Shift in-charge does not take action for any misconduct.
2. Section in-charge/ HOD does not take any action.
3. Divisional level/ GM level does not take any action.
4. ED/ Director level also do not take any action.
Section in-charge/ HOD does not ask the supervisor for the misconduct of the employee/ worker.
Similarly, other levels.
As the results (production/ profits) are coming, nobody is bothered about discipline.
All the officers get their promotions in time (literally 100%, there is no instance of dropping a single person, any level i.e., Junior, Middle, and senior manager level) - (no sanctity for PMS).
All these line managers blame HR/personnel managers for not taking action.
HR/Personnel blame line managers.
Everybody in the organization looks top right from worker to Director. In this scenario, what is to be done. Who has to bell the cat? What is the role of HR/ Personnel Manager in curbing the indiscipline? HR manager says unless the line manager complains/ brings the misconduct to the notice of the HR manager, HR cannot take any action. Is it true?
Kindly help me in defining the role of HR/ Personnel in these matters.
Thank you
From India, Madras
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This is the case of a PSU, right? This is a clear example of deteriorating quality of service provided by such PSUs. There is already cancer inside the body of your Corporation. It is very difficult to cure cancer. If you take action against any misbehaving employee, I believe, you will be out of the 'Corporation'. And this feeling would only have shaped the minds of all managerial/supervisory staff members to close their eyes.
In my earlier replies to threads relating to attrition, I had mentioned that even when employees of PSUs find it very difficult to adjust with the nature of human relations, the labor turnover is very less or, in fact, nobody goes out before superannuation. This is because of the 'security' they get from the fold of the 'corporation'.
A good commanding administration at the top could only be the solution for regularized work culture in PSUs. There may be useful tips from this forum itself. We can compile these and arrive at what to do and who will bell the cat. Wait till then.
Regards,
Madhu.T.K
From India, Kannur
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4526In my earlier replies to threads relating to attrition, I had mentioned that even when employees of PSUs find it very difficult to adjust with the nature of human relations, the labor turnover is very less or, in fact, nobody goes out before superannuation. This is because of the 'security' they get from the fold of the 'corporation'.
A good commanding administration at the top could only be the solution for regularized work culture in PSUs. There may be useful tips from this forum itself. We can compile these and arrive at what to do and who will bell the cat. Wait till then.
Regards,
Madhu.T.K
From India, Kannur
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Hi,
The commitment must come from the top and it has to percolate to the bottom. If there is no commitment at the top, the same attitude will cascade down to the lower-level people. In today's context, these organizations will not survive as they do not have a focus on productivity, quality, cost, delivery, morale, and safety, and they will not be in a position to compete with others. It is better to look out for a suitable position where we can add value than to be a mute spectator.
Thanks & Regards,
Kalyan R
From India, Madras
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The commitment must come from the top and it has to percolate to the bottom. If there is no commitment at the top, the same attitude will cascade down to the lower-level people. In today's context, these organizations will not survive as they do not have a focus on productivity, quality, cost, delivery, morale, and safety, and they will not be in a position to compete with others. It is better to look out for a suitable position where we can add value than to be a mute spectator.
Thanks & Regards,
Kalyan R
From India, Madras
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