IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH EFFECTIVE STAFF DISCIPLINE AND CONTROL

CHAPTER TWO

REVIEW OF RELATED LITERATURE

This section of the study looks at the review of relevant literature. This section is sub-divided into:

2.1 Conceptual review

2.2 Theoretical review

2.3 Empirical review

2.1.1 The Concept Of Control

The concept of control in organization is directly or indirectly associated with leadership influence. According to March (1965:2) “positive control of performance down the line is possible only because one can influence, when and if necessary, the behaviour of the subordinate in such a way that he acts on the basis of his superior’s judgement rather than his own. Gilman (1962: 107), identifies four methods of control, this;

a) Coercion;

b) Manipulation;

c) Authority;

d) Persuasion;

Luthan (1985: 611), views control thus:

In an undertaking, control consists of verifying whether everything occurs in conformity with the plan adopted, the instruction issued and principles established. It has for its object to point out weaknesses and eriors in order to rectify them and prevent recurrence. It operates on every thing things people actions.

Luthans has also observed that “most management experts follow the Fayol definition, but more recently, definitions of control have taken on more of a system scholars have the following to say about control.

We shall define control as that function of the system which provides adjustments in conformance to the plan; the maintenance of variations from system objectives within allowable limits.

Luthans (1985: 611), having defined control from the system point of view, went further to outline the basic elements of control. According to him:

Inherent in the definition of control are three basic elements: first, control sets the standard and objectives which serve as the guidelines for performance. Second, control measures and evaluates inputs and performance according to the standards and objectives. Third, control takes corrective action in the form of a control decision. Some times, control is mistakenly equated with only one of the three elements. The control process includes all three elements and is very broad in scope.

March (1965:2), has systematically reviewed the criticism leveled against the concept of control in organizations. According to him:

One of the most important criticisms of the classical view of organizations is directed to its assumption that the accomplishment of organizational goals

requires the exercise of asymmetric one-way control from a single source at the top of the organization. Research into the nature of democratic leadership and the benefits of participation in group decisions bolstered the attack on this “autocratic” conception of management. It would be a mistake, however, to interpret this attack as advocating the elimination of influence by an organization over its members.

Dubrin (1990: 359), has pointed out that this central function of management involve measuring performance and then taking corrective action if goals are not being achieved. He said that one purpose of control is to ensure productive behaviour of all organization members. Without the control function, it is difficult to know if people are carrying out their job properly. According to him, organizational control has another major purpose: controls enable managers to know whether or not the organization is attaining its goals.

Controlling is an important part of any managers job. However, the amount of time spent on controlling and this type of control activity, vary with management level. Dubrin (1990: 361), identifies three levels of control at the management levels. According to him the three management levels of control are top management, middle management and first level management.

Supervisors use short-range controls. These first level managers are typically concerned with hourly, daily, and weekly production reports.

Middle managers tend to be more concerned with weekly, monthly and quarterly performance, relying more on written reports than the first level managers. They are less directly involved in monitoring day-to-day work performance. Middle level managers are responsible for summarizing and integrating these reports in a form useful to top-level management.

Top-level managers is a longer range perspective in controlling. The control reports read by top-level management typically deal with monthly, quarterly, semi-annual and annual performance. Top-level mangers also rely much more on written control reports than a direct observation of performance.

Fig. 2.1: Controls at the three levels of management

Source: Andrew J. Dubrin (1990) Essentials of Management, p. 362.

Apart from classifying controls by their overall perspective: short- range, intermediate range, and long-range, controls can also be classified according to the time at which the control is applied to the activity. Dubrin

(1990:362) identified three time elements in controls. These are pre- controls, concurrent controls and post controls.

According to him, pre-controls take place prior to the performance of activities. The purpose of pre-controls is the prevent problems that result from deviation from standard. Pre-controls are generally the most cost effective (as it could be likened to a preventive measure of steps).

Concurrent controls monitor activities while activities are being carried out. A typical concurrent controls take place when a supervisor observes performance, spots a deviation from standard, and immediately makes a constructive suggestion.

Post controls evaluate an activity after it has been performed. Post controls measure history, they point out what went wrong in this past. In the process, guidelines for future corrective action may be provided. Financial statements and production reports are forms of post controls.

Most organizations use a combination of pre-controls, concurrent controls and post controls. An important of a manager’s job is choosing controls appropriate to the situation on ground. In Ogun transport company (OTC) a combination of pre-controls and concurrent controls is often used to comply with set standards and to ensure that performance procedures are followed. Post controls are mainly applied in certain areas only. For example, in the Bursar’s department, audit checks are carried out at the end of the university’s financial year in June, to check authorized expeditions against income which exercise give rise to the mandatory retirement of all financial advances during each fiscal year.

2.1.2 The concept of discipline

Renowned authorities in the field of management and administration have done some works on what discipline is all about. Most often, these authorities have equally gave light or x-rayed the situations within which the concept of discipline becomes applicable in organizations. However, one interesting observation by the research was that most often, the idea of discipline is usually employed by those at the helm of affairs in an organization as a control device to check this excesses or recalcitrance in employees.

Just as noted by Gillman (1962: 228) “an organization is a social device for accomplishing group objectives or complete issue beyond individuals effort. An organization is also made up of objective, people, function, relationship, rules and regulations”. Consequently, the public service is just like all other attributes mentioned above. Therefore, what could be obtained on the part of employees in any other organizations could also be obtained in the Nigeria public services.

There are certain situation which could arise in organization’s which can bring pressure to bear on those at the helm of affairs in this organization to improve the means through which such situations could be brought to normal. For example, what happens when an employee violate established rules and regulations. What about deviant behaviours from the members of the organization? These and similar questions in organizations are handled by the subject of discipline and the discipline process. Hence,

an absence of discipline could lead to crisis and the collapse of a system whether a modern business unit or public bureaucracy.

Mcfarland (1987:400), define discipline as a state of orderliness without which an organization cannot maintain itself. According to him discipline also represents a state of mind of the individuals that is best described as willingness to subordinate his own immediate desire of the needs of the organization or group. He went further to add that a third meaning of discipline, confusing to many, is that, of punishment. A parent disciplines his child, usually with punishment or deprivation.

As Beech (1980:521) suggests discipline is essential to all organized group action and members must control their individual and cooperate for the common good. In other words, they must reasonably conform to the code of behaviour established by the leadership of the organization so that the agreed upon goals can be accomplished.

In this opinion of Nwachukwu (1988:185) “if we live in perfect world, there could be no need for policemen, nor infact this armed forces. This imperfection he continued, is found in organizations, whether it is a family, a social club a manufacturing enterprises, or public organization. He added that what we strive to do in any expected behaviour as to understand their causes in order to minimize their impact on the realization of organizational goals.

Finally, Nwachukwu continued that discipline aims at inculcating the value of good behaviour in order to promote obedience to the organization rules necessary for mutual existence and also imposing first punishment on transgressors.

It is evident that law is not a respecter of persons and this account for why we have seen presidents of some countries get impeached. Most citizens of this country are living witnesses to what happened in the country’s political arena; Discipline in corporate bodies is a very important management responsibility and needs to be hardled carefully and objectively, no using doable standards.

According to Webstar New collegiate dictionary (1953: 236) discipline could be seen from three view points. It is training that correct, molds, strengthens, or perfects. The second meaning states that it is control gained by enforcing obedience. The third meaning looks at discipline as punishment or chastisement combining the first and second meaning, one can state that discipline embraced the conditioning or molding of behaviour by applying rewards or penalties.

Every organization need to apply discipline because of its impact on the entire organizational system. According to Jones (1961: 3) organizational discipline can be defined as “an action taken against an individual when he/she fails to conform to the rules of the organization he/she works for”. In this direction the researchers were of the view that

discipline is applied in organization when an employee or employees behave in a manner that is prejudicial to the interest to the organization. And unless discipline is enforced, the tendency is that things would no more work out positively for organizational success.

Cascio (1989: 528) observed that management is expected to administer discipline fairly and consistently across people and offences. In a unionized firm, employees who feel that they have been disciplined unjustly may appeal to higher management or also use the grievance procedure. Cascio then pointed out that union rarely objects to employee discipline, provided that:

a) It is applied consistently;

b) The rules are publicized clearly; and

c) The rules are considered reasonable

Discipline is indispensable to management control. Ideally, it should serve as corrective mechanism to prevent serious harm to the organization. Unfortunately, some managers go to great lengths to avoid using discipline. To some extent, this is understandable, for discipline is one of the hardest personnel actions to face. Managers may avoid discipline because of:

a) Ignorance of organizational rules

b) Fear of formal grievances; and

c) Fear of losing the friendship of employees.

Yet, failure to administer discipline can result in implied acceptance or approval of the offence. Therefore, problems may become more frequent or severe, and discipline becomes that much more difficult to administer.

In the Nigeria public service, the application of discipline has its procedures or methods. Every employer must have means to remove those who do not contribute to its mission. The ultimate authority for all disciplinary control lies with the civil service commission. This power may however, be delegated to ministers/ department or officers by the commission. In Nigeria public service, it is the duty of every officer to report any case of misconduct that comes to his notice to an officer superior to the officer involved. The superior shall in turn report the act of misconduct to the head of department who should investigate the report and make appropriate recommendation to the civil service commission or to any other appropriate authority depending on whether the act of misconduct is expected to merit dismissal, removal for general inefficiency, or lesser punishment. At any appropriate point of investigation, the officer or employee may be suspended or interdicted. Interdiction is applied when the act of misconduct, if proved, would merit dismissal of the affected officer and a criminal charge has been laid against him by the policy or he is a contract officer or a temporary staff, or it is against public interest that the officer should continue to perform any of the duties of his rank or

would prejudice the investigation of the misconduct. Suspension on the other hand, could be applied where a prime facie case, the nature of which is considered necessary in the public interest that he should forthwith be prohibited from carrying on his duties. While interdiction attracts half payment of the interdicted officers monthly salary. Suspension in without any salary, while an interdiction or suspension, the affected officer must always make himself available whenever he is needed by his office and must also disclose his residential address.

Disclosing the procedure or process of investigation of a serious misconduct in public organization, Chukwu (2002: 66), stated that “the process include:

i) A formal query in writing demanding the officer’s explanations and proof that he should not be visited with the full penalty attached to the offence allegedly committed by him.

ii) Investigation of the matter

iii) Admission of all evidence by the officer including his accredited representation and full application of the rule of natural justice

iv) In some cases, a board of inquiry may be set up”.

Chukwu (2002:66), added that following the result of the disciplinary procedures, the following penalties may be imposed on erring officers, and they include: summary dismissal: This results from all proven cases of serious misconduct. The after effect is that the officer may not be

able to secure any other public services employment. Any officer dismissed, forfeits all claims to retiring benefits, leave or transport grants. Removal for general inefficiency. Before, this happens, the officer must have been warned on two or more occasion previously in writing or suffered loss or deferment of his last increment, or been given an ample opportunity for improvement.

Enforced Retirement: The civil service commission may consider it desirable that in the public interest, an officer should be required to retire from the public service if the commission is satisfied that having regards to the conditions of the service, the usefulness of the officer, it is desirable to do so.

Other penalties include, interdiction, suspension, withholding of increment, deferment of increment. Also, in the public service, letters of warning could be given to an officer, oral warning and letters of advice could also be given. And in all, these cases, the officer’s records are endorced accordingly.

However, there is no gain saying the fact that there has been serious abuse of the aforementioned disciplinary procedure, partly in outright flagrancy and partly as a result of ignorance. But in all said and done, this disciplinary methods, procedure or process (no matter the nomenclature given), usually have positive and negative impact on the workers especially those who fell victims of such phenomenon. Positively, workers

who have the sheer luck of being queried, warned, interdicted usually makes a u-turn from evil ways whenever he has this opportunity of resuming duties duly. If not for the fact that the temporary civil or public service has made a jest for these disciplinary procedures, they did serve as the only means (in those days) for setting up erring and recalcitrant employees. Positively, the disciplinary procedures in place have acted as the means of achieving efficiency and higher productivity by the management of all units of the public sector. But, be that as it may, several units of the public sector organization still employ and apply disciplinary procedures for entrance performance.

Aims and objectives of discipline: the main aims and objectives of discipline are as under:

i) To obtain willing acceptance of this rules, regulations and procedures of an organization so that organizational goals may be attained.

ii) To develop among the workers a spirit of tolerance and a desire to make adjustments.

iii) To give and seek direction and responsibility

iv) To impart an element of certainty despite several difference in informal behaviour patterns and other related changes in an organization

v) To increase the personal efficiency, moral and willingness to work in order to raise productivity and its quality while at the same time controlling the cost of production.

vi) To create an atmosphere of respects, congenial for individual needs and human relations. (Okwe and Anga 2000: 256).

Causes of indiscipline among employee some of the main causes of indiscipline and misconduct are:

a) Non-placement of the right person on the job suitable for his qualifications, training and experience.

b) Lack of properly drawn rule, and regulations which are difficult to be observed.

c) Improper interpretation of rules and workers; resentment to the rigidity and multiplicity of rules.

d) Intolerable unhealthy working conditions

e) Discrimination and favouritism in imposing penalties and in giving rewards.

f) Favouritism or discrimination in matters relating to selection, placement, promotion, etc based on ethnicity or tribe, religion, colour, set and caste.

g) Undesirable behaviour of senior official contrary to the expectations of subordinates.

h) Lack of proper evaluation of workers performance.

i) Lack of scientific management practices

j) Lack of properly trained super ordinate or supervisors which create conflict and disunity rather than harmonies relationship among workers in an organization.

k) Lack of prompt payment of salary/wages may lead to some corrupt practices like bribery etc which are acts of misconduct or indiscipline.

2.1.2.1 Types of organizational discipline:

Dubrin (1990:405), has classified discipline in organizations into two types: summary and corrective discipline.

According to him, summary discipline refers to the immediate discharge of an employee because of a serious offence. The employee is fired on the spot because of rule violations such as stealing, embezzlement, fighting or selling illegal drugs on company promises. In unionalized firms, the company and the union have a written agreement specifying which offences are subject to summary discipline.

Corrective discipline occurs when employees are given a chance to correct their behaviour before punishment is applied. Employees are told that their behaviour is unacceptable and that corrections must be made if they want it remain with the organization. The manager and the employee share the responsibility for solving the performance problems.

The purpose of discipline is to assist in obtaining organizational objectives by guiding members’ behaviour. Discipline should not be used

for the purpose of getting even with employees. It should be corrective, rather than punitive and should encourage employees to learn from their mistakes. Effective discipline modifies the old saying “experience is the best teacher, to read experience is the best teacher if you learn from it. In fact a valuable rule of discipline can be illustrated by a person’s first experience with a hot stove.

When you touch a hot stove, your discipline is immediate, there is no question of cause and effect; you had warning the feel of the heat from the stove, the discipline was consistent every time you touched the stove you were burned; and the discipline is impersonal. Any one touching the stove is burned, no matter who he is.

The hot-stove rule makes the act committed and the discipline incurred seem almost one. You are disciplined because you have committed a certain act not because you are bad. The discipline is directed against the act not against the person.

Dubrin (1990: 409), added two more factors to the above rules for applying discipline in accordance with the red-hot stove theory. According to him.

1)The punishment should fit the undesirable behaviour. If the punishment in too light, it will not be taken seriously by the offender, if it is too heavy, it may create anxiety and actually diminish performance.

Documentation of performance or behaviour that leads to punishment is essential. A basic principle of discipline is that the justification for the discipline should be documented in substantial detail. Documentation in necessary to defend the organization position in the event of an appeal by the employee or the union or in this case of a law suit.

2.1.3 Concept of Organizational Effectiveness

Organization effectiveness refers to the degree at which an organization accomplishes its stipulated goals and objectives (Armstrong, 2010). Organizational effectiveness equally implies that there is little or no deviation between the actual and expected performance. Employees are the life-blood of any organization and accomplishment of organizational goals without the involvement of employees is impossible. This, therefore, necessitates the reason why management should build a cordial relationship with its employees. The effectiveness of an organization is at the mercy of employee effectiveness. Organizational efficiency and organizational effectiveness are used interchangeably in literature; however, both concepts are different. According to Fred (2012), organizational efficiency refers to the judicious use of organizational resources to maximize productivity and profitability. Organizational efficiency is applied to the internal modus operandi of a firm. On the other hand, organizational effectiveness is associated with the human aspects of activities within the organization. Effectiveness is the capacity of employees to meet their settargets within a stipulated time period.

2.1.3.1 Determinants of Organizational Effectiveness in Disciplinary Actions

Obisi, Samuel, andElegbede (2013) pointed out that there are four factors that determine the effectiveness of organizations in disciplinary actions, and they include:

a) Proper selection of employees: This involves that the selection and recruitment policy adopted by an organization sets the pace for its performance. Selection of employees should be predicated on soft skills such as honesty, diligence, maturity, and integrity. The characteristics of employees determine internal discipline in an organization.

b) An adequate system of motivation: This involves the use of disciplinary measures to maintain acceptable behaviors and stimulate job performance among employees. Employees who are disciplined and obedient to the rules of an organization should be compensated for good conduct. This goes a long way to boost the effectiveness of employees, consequently organizational effectiveness.

c) Necessary rules and regulation: This connotes that rules must be excessive in an organization. A rule should be discarded once it has achieved its purpose. Organizational rules should be subjected to periodical review. An organization cannot be effective if it continues to subject employees to too many rules.

d) Awareness of rules enforcement: There is a tendency for employees to abide with established rules if they know they would receive sanctions for violating such rules.

2.1.4 Performance

AccordingMangkunagara (2001) performance is theresult of thequality and quantity ofwork accomplished by an employee in performingtheir duties in accordancewith the responsibilities givento him. Performance is theresult or the overall success rate of a person during a certain period in carrying out the task compared with a range of possibilities, suchas the standardof the work, the target or targets or criteria that have beendetermined in advanceand have been agreed (Riva and Basri, 2005). Performance is a function ofmotivation and ability.To complete the task or job a person should have a degree of willingness and a certain level of ability. The willingness and skills of a person wouldnot be effective.To do something without a clear understanding of what is done and how to do (Riva, 2005). Bernardin (2001)stated that the performance is a record of the results produced (generated) on aparticular job function-specific during a specific time period. From these definitions, Bernardin stressed the notion of performance as a result, not a character trait (trait) and behavior. The notionof performance asa result arealso linked to productivityand effectiveness (Ricard, 2003).

Murphy (in Ricard, 2003) states that the performance ofa set ofbehaviors that are relevantto the goalsof the organizationor organizational unit wherepeople work. The notionof performance asbehavior is also expressed by Mohrman, Campbell, Cardy and Dobbins, Waldman (inRicard, 2003). Performance issynonymous with behavior. Performance is something that actually people are working and can be observed. In this sense, the performanceincludes actions and behaviors that are relevant to the organization's objectives. Performanceindicators(performance)by Mangkunagara(2004) is influencedby four factors, namely:

a. Quality of Work, is the quality of the work achieved an employee in carrying out the tasks assigned to them.

b. Quantity ofwork, is the amount of work achieved an employee in carryingout the tasks assigned to them.

c. Responsibility,is the abilityof an employee complete thework assigned to himas well aspossible and ina timely manner, anddare to bearthe risk of its decision or actions. d. Attitude, amental condition that encourages aperson to striveto achieve employment potential to the fullest. From some of the above opinion can be concluded that the performance is the result of workachieved so thatevery employee can contribute to the company.The performance assessment isa process of the companyin evaluating the jobperformance of the company.

2.2 THEORETICAL FRAMEWORK

It is essential to state that theories according to Nwankwo (1982: 24), are useful sets of logically related concepts that explains the day to day occurrence of any phenomenon. Theoretical framework of the study is

necessary at this stage in order to give the work proper focus and direction. This is true because theories provide or act as the relevant springboards for the researcher’s critical analysis if a phenomenon as well as data collection. Since this study centered on the issue staff control and discipline in Nigerian university system, it becomes imperative for an important management to be used as the theoretical foundation for the study. Consequently, the researcher considered it relevant for the scientific management theory propounded by Fredrick Taylor to be used for the theoretical framework for this study.This theoretical principle or management theory is applicable in a wide variety of situations and work environment in Nigeria.

The scientific management theory fathered by Fredrick W. Taylor among others has the central idea that regardless of the nature of the organization, there are certain universal principle that should be followed to obtain successful performance. Taylor attempted to bring out or apply scientific rational principles for handling men, machines, materials and money. According to Taylor the essence of scientific management was

a) to increase the output of the average employee

b) improve the efficiency of management

Taylor’s scientific management forms the theoretical foundation of the study because of the fact that its main preoccupation was what to do in order to bring about an increase in productivity or performance and an improvement in the efficiency of management. The researcher accept this idea because the Nigerian public service is bedeviled with the problems of inefficiency and low performance among the workers. It is believed that the greatest and most efficient production and performance occurs when a worker is given definite tast to perform, trained and also motivated, but at the same time is corrected and controlled with some measures. And with this control devise in mind, no worker will contemplate on any kind of inefficiency or abysmal performance. Therefore, the use of control and disciplinary measures were the sure way out from the cases of inefficient performance in any organization including Ogun transport company. Realizing the attendant consequences of poor performance to the public service in general, the researcher considered this theory ideal for this study because of its provision of what could be done to enhance workers performance.

2.3 Empirical Review

Wurim, (2012), investigated on talent management and employee performance in public sector organizations of Nigeria. The researcher adopted survey design and a sample of 349 top, middle and low level management staff of five public sector organizations in Nigeria. Using the Kruskal-Wallis test statistic in analyzing the data, the study revealed that the implementation of proper talent management practice in Nigeria public organizations where they exist, significantly impacts on employee performance, because it is another form of motivation. Owoyemi and George, (2013) studied on the use of objective performance appraisal process in enhancing employee performance in public sector agencies in Nigeria. Using a sample of 220 employees of the public sector agency in Nigeria, the study found that there was a significant relationship between appraisals and employees’ performance and that in order for the organization to achieve set objectives, a good reward system for high performance must be established. Holloway (2010) determined performance management from multiple perspectives and the essence of taking stock. The study adopted a cross disciplinary approach. The findings of the study included the following: in spite of a number of barriers to knowledge transfer, and tensions and gaps within the performance management research portfolio (described in the paper), much progress had been made that will advance further through active involvement with practitioners and cross discipline boundaries. Hasni and Nura (2014) investigated the relationship between separation and performance management system of academics in Nigerian universities, the mediating effect of e-HRM was equally investigated. As a quantitative research approach, the study found a mediation effect of e-HRM on the relationship between employee separation and employee performance. The result was confirmed through the t-value of 2.4540088 which was statistically significant at 0.05 (a) level. .Ajayi, Awosusi, Arogundade and Ekundayo (2011) carried a study that examined the relationship between work environment and the job performance of academic staff in South West Nigerian Universities. Survey method was used in the study and 1500 respondents constituted the sample. The study used frequency table, percentage and Pearson product moment correlation coefficient as tools for data analysis. It was found that there was significant relationship between the work environment which included all manner of employee motivation and job performance of academic staff in the universities.

Wedega (2012) provided an empirical assessment of the effect of disciplinary procedures on employee punctuality and performance at AngloGold Ashanti, Obuasi Mine, Ghana. The findings showed that the perception of employees towards disciplinary procedure is for positive transformation and results in enhanced employee job performance. Heru and Heru (2018) investigated the influence of communication and work discipline on employee performance with empirical evidence from DwiArsaPersada Foundation in Indonesia. The result showed that communication and work discipline significantly predicted employee performance. Marsela (2017) examined the perceived influence of disciplinary action on employee performance in Baringo County Government in Kenya. The findings revealed that disciplinary actions that robustly drive employee performance include verbal reprimand, written reprimand, suspension without compensation, suspension awaiting investigation and dismissal. Ignatius and Ruliyanto (2017) examined competence, training and work discipline as predictors of employee performance in Krakatua Argo Logistics Limited, Indonesia. The findings indicated that the individual effect of competence, training and work discipline is significant on employee performance. Competence emerged as the most influential variable with a contribution of 54.2% followed by training 20.3% and work discipline -16.2%. A similar study was carried out by Warris (2015), the result showed that the individual effect of competence, training, and discipline is significant on employee performance. Job discipline emerged as the most influential predictor of employee performance followed by competence and training. Cerdaryana, Luddin, and Yetti (2018) examined the influence of work discipline, career development and job satisfaction on employee performance of the Ministry of Research and Technology in Indonesia. The findings revealed that work discipline, career development, and job satisfaction are significantly predicted employee performance. Ajila and Omotayo (2012) examined the attitudes of workers towards disciplinary actions in business organizations using International Breweries Plc, Nigeria as a case study. The results revealed that is no significant difference between the employees’ attitude towards disciplinary actions on the basis of gender and marital status. Also, attitude towards disciplinary actions varies across job levels. Onah (2009) investigated staff to control and discipline in the University system using the Ogun transport company. The findings showed that proper leadership is the most effective way of maintaining control and discipline in ESUT. Also, the enforcement of rules and appropriate supervision are potent measures for promoting discipline in ESUT. Idris and Alegbeleye (2015) assessed the importance of discipline on the organizational effectiveness of the Nigerian Customs Service. Their findings showed that indiscipline has an impact on staff performance and organizational effectiveness. Also, it was found that openness in disciplinary measures can duly tackle indiscipline among employees in the customs service.

CHAPTER SUMMARY

In this review the researcher has sampled the opinions and views of several authors and scholars on discipline and organizational/employee discipline. The works of scholars who conducted empirical studies have been reviewed also. The chapter has made clear the relevant literature.