Discipline Management and Employee Performance: Case of Ghana Institute of Languages

Abstract

The study examines discipline management and employee performance at the Ghana Institute of Languages in Accra. The basis for this study stems from the findings of the studies conducted by Muhammad (2013) and Danku et al (2015) on similar topic under consideration failed to draw a relationship between disciplinary procedure and employee performance. Relevant empirical literature and theories including; Theory X and Theory Y by McGregor (1960); Business Ethics Theory by Crane and Matten (2007); Equity Theory by Adams (1965); and Systems Theory by Dunlop (1958) were reviewed and discussed. A survey was done using questionnaires to select information from respondents. Random sampling technique was used to select the sample size of 72 respondents from population of one hundred and thirty (130) respondents. The gathered data was analyzed using descriptive statistics. Chi-square (x2) was used to test the stated hypothesis. The findings established that employees had knowledge of the existence of disciplinary procedures or actions in their organisation. It also indicated that poor education on disciplinary matters, lack of objectivity in handling disciplinary matters, and the use of discipline as punishment tool were among some of the challenges identified with disciplinary procedures in the institute. It is therefore recommended that management organize regular training for leaders including the Union on handling disciplinary matters in the institute. This will in effect address the challenge of lack of objectivity in handling disciplinary matters and also minimize the use of discipline as punishment tool especially among leaders who have the tendencies of doing so.