The best decision to our mind is that all employers need to have a minimum three-step disciplinary and grievance procedure (Anderson. 199. p. 32). As existing disciplinary and grievance procedures are considered too sophisticated and bureaucratic investigating a number of works on the topic we made a conclusion that the best kind of any procedure should involve three initial steps like "initial letter, a face-to-face meeting and a further meeting to consider an appeal, if necessary" (Goemaat, 2004, p. 12). If either any member of staff or the employee doesn't apply this procedure, any subsequent employment tribunal, for example in the UK, now has the right to change the compensation by 10-50% in favor of any side (Chartered Institute of Personnel and Development, 2004, p. 4). The literature which have been investigated illustrate that a great number of different kind conflicts in the workplace are first of all caused by personal behavior. ...
A police officer is accused of a crime for an off-duty assault.
A secretary applies confidential information to help a family member.
An employee is detained for selling drugs from city property.
A subordinate charges a head of the department with sexual harassment.
Despite of a lot of managers' best and skilful attempts in the hiring, instructing, and control of employees, a great diversity of incidents like these which may develop in severe trial do take place. Settlement of such conflicts regarding grave misconduct demands knowledge of the appropriate application of often conflicting court decisions embracing immunity, property, due process, denigration and liberty issues, as well as some other ones (Pulich, 1991, p. 3). Further involving of matters represents the increasing probability that disciplinary proceedings that finish in termination will be challenged in court.
"There is an understandable tendency to approach serious discipline cases with an eye toward minimizing legal challenges. Avoiding litigation is an inadequate measure of success, however, when applied to the whole human resources picture" (Menand, 2001, p. 70). Of course, it is highly important to determine and apply practices that contribute to a productive work environment. Dealing with a discipline case while expanding the long-term interests of the organization requires a wider angle search than is characteristically used in investigating one discipline case alone (Steers and Braunstein, 1976, p. 259). "A more constructive approach involves ensuring that the organization's labor relations practices harmonize with its values" (Levy, 1990, p. 28).
It is beyond our investigation to research in depth the diverse laws and court