 सामलیک्यों, मैं हम मुखतारामग, वर्ची लिन्स्तिके कोर सिम्रन ईसोष मैनिमेद के साथ, और आज हम अपना लेक्च्च्यन मबर 39 लेक्या आए, शुरू करते है आज का लेक्च्च्यर, अपना लेक्च्यन मबर 39. आज हुटी, है आज गर च्यर आएगों अगर से देक्च्यर केती है, आज द्या कर ना अतगा यस थे पहले आआज, आज वो लेक्च्यर अब बरते होगा तोन, शमो दोलगेंगे लेक्च्यर छा जगा तर वो बरदे जर लेक्च्यर आज आए, अज़े ब्राईट की बाग की ती, तो उस में हमने चान चीजे देख ही ती, और बिदन, we also kind of conclude that when we are talking about implied rights, to right of what, protection of one's job, due process and just cause, freedom of speech, practicality of the other's life. अज़े ब्राईट की बाग की ती, तो अस में हमने चान चीजे देख ही ती, तो वी आप, वो बहने खाँतको Nahib and Be triggers. अगर अआ पक पी सरई फील, एक जब जीनगा ने स inventory. यम की लटीं करते।? consomm, hai sahar kanayi acei shareholders, so again this is also the right. of those people, that they should be given chance to protect, to defend their initiative or against thoseänder eligible, they should defend themselves, but remember those basic regulations. They they vary from on to on nation. There are some basic principle rules. अदो, क्या था, लेंग भेडन, लंक गळाप लेजन方面 एéis कश्तेंस का गुर्र चगार च्या, Ask To Name Its की किreichा अनK debtai? उसक exchanges, email exchange करऩ मैhan know. च्या क्या अप्ली. अप्ली. आपाल अदप कि deixarतं कीर adequन कीगेरुे consistsgypt curious की कि थे randomly share】 after actually discussed the employer rights or the management rights with that what are the rights comes from other companies run business and retain any profit they have the right to run the business go for any kind of business which is provided which is allowed another rule and then they can retain profit in that swing i told you that it depends and the policies the government policies the other countries policies they are so we have to mecheerful countries तो आप असी नहीं देजान, जाहबी लेगान है। लेगन कदचकरन्च्यी देज तो तूछ करन्च्ये दें को � entertained । दिक तूछ आप था तूछ तूछ क हर्ठाषिन थेद, करिया और च़र्दों और फुल्सुन थाखलेंते तूआखचर धिन, same country. तो ये चीजे दिपन्ग करती हैं, culture to culture, agnation to agnation. अन उसके लावा, अपने management की right में ये भी देखा, ये देखा, they have the right to manage workers, to hire them, to hire them, जिस्कों employment at will be क्याते हैं, and so on. And then, the second part of our previous lecture was about discipline. क्या चीजे है, कितनी यस की phases हैं, किस में हैं, और कैसे हम इसको देखते हैं. And then at the end, we try to understand the guideline for the implementation of organization rules, which are made for the proper function of the organizations. उस में हम देखा, it should be in written form, and you should publish it widely, the organization should publish it widely. और किस चकल में मिलता, आम अपिष्यकल में मिलता अम्प्रार्श को, इम्प्रार्श देखा आम्प्रार्श को? यस यम्प्रार्श हैं बोख किषकल में. रूर should be reviewed regularly, and we should also give the reasons. जो आप आप आप आप उनगे रफाए दहीं ज़े रूर, और make sure that everybody know it. यही निवलके, आप उस्को पबलिसाईज भी करते हो, ताके सब को उस्को रेमाण़द भी होतरे, उसके लावा, दे लास पार, गट्विट साँन, अगट्विट सर्टिकेशन फ्राम दा प्लाईज, अगट्विट साँन गट्विट सर्टिकेशन प्लाईज, अगट्विट सर्टिकेशन प्लाईज, आप ज़ारो जलदि मेंने करते है, ताके मेरा वहाप लेट ठी नहोंगे है, मैं जल्दि च़ड़ा ज़ोंगा, आप निकल तें, मेरा भी उस्पक़ पाच कर कर गर देना, ताके, उस्पकि उठ ताइम वो लकजे, कि मैं ताइम पिग गयागा, वह जो तिज़ासो दीज़े लिए वाप तीज़ी थे, अरे दिजा दिजी इंटीकेरचा है, if somebody can do this type of dishonesty, तब आद अग़ा बाजद can do, even the bigger dishonesty thing. यह उसका अप्तिच्टूर यह उसकी अट्टीच्टूर को बताँताथा, तु यह भी एक दिस्ट्टिश्टी एक लिए जी बिसक्ट ब्रडोम हाँँँ आब आयाताथा है, इसको भी देखना चाही है, पालसपाइंग वर्ख क्रकाड, जो खामगा रेकाड उसको गलत का रहा है, उसके अंट्री गलत का रहा है चीजनों के, उसने दस टीजे अप उसके जो उनुट बनाय है, उसने पन्रा लिक दीए मापु, उसने बारा चीजने अप ली थी अपने अपने लिकार में दस शो कर लिए, थिस लिए गेन बिग अप ग्डिकेशन बिख प्रब्राब्रम, दिसप्री प्रब्रम, यह आप देखन तीजी नहींगे। शो दीजे आप वी अप दीजामपलग जाए, अब और वो चरा कर लिए टीजी चीजा नहींगे। अमूवन अपिस के बाहर एक ज़गा कर जीजा जादी जादी है। गफ वी वहान तो श्मोक नहींग गो देखन और वोग. और पलेसे आर हैं प्लचट्न अथारा हर सुत्ते नहीं फ्व़ेंगे नहीं और दीछ वाए अदर. अर आप दीखते है कि फ्यर भी कुष बगष्लोग नहीं जर पे और सुत्कें होते, यह रह में को नहीं गे वो अप आप यह तब प्लगें भी चोग में, सहवास कांा, मेर्राीoser म HEY something, नहीě जासी। अगizen हँसकते है, रत् Bennett Meeros consenththe hai, अज astronomy hai, ड़ू स्वीठा। तुढ़ुंगृ करते हूँए seule। आदिसाशीन लगते है, च ہےशा, Jupiter जासी। झु friendly ärakcos Rohenoll가 लगते benchmark Kong रव बास्दे ने ज़ी आप ागातंग़ उदिलता। वी दलनार ने दो अगर साथ बाख परणद्खा concerts. जी वहडडी बाख परबटूँ वाख परचदे रव ताब खिल शिए के आश्दवाग। watch out, fail out to use safety devices, ये भी ये किसम की हुकम नहीं मानने वाली बात होगी ना के it is provided in the handbook, the instructions are that, के everybody will be using these devices, safety devices यो आती होती हम को यूस करें, ताके कल प्रव्लुम नहों तु एक इंप्लाई आसा जो परवाए नी करता, so if that person is not taking care of these things, what will happen? ना सर्व ये के वो आपको दिस सुभे कर है, आपके बीसिक रूल रेगुलेशन को पास नहीं करता, प्लके कल जादा प्रव्लुम बन सकते है, नहीं, अगर वो सेफ्टी ना, तो प्रुषीज्यो रहे, दिवाए से जुज ना करने से वो नुक्स्वान होता है, ये भी एक दिस्पने लिए, इशू है, जिसको अद्रिस करना चाही है, स्लीपिंग आन दे जाब, वेरी सीरिस इशू अगें, अप जितनी देर वो अप वंदा सोगेगा, एक तो अपने ताइम साया करेगा, इक प्रिप्कंट कर मुख्सान हो सकते है, एक प्रिप्कंट कर प्रिप्क मुछ्सान हो सकते है,कुई आनी मुझे, कुई दे कणीक उसकेःृच ला, यह नगे आपने वी सकते है, यह आपना थे है, एक तो पूजेषिन में लगल है, ये लिक, इस आत्ए है प्रूभ बच्ती है, इसक्वर्त्त रदर खलीज्य एक लगाए च्टूडर विष्दने जागी आगी शाद्डि़्ब्री salt-ar-r-a-a-l-j-a-l-b-a-l-a-l-me on the basis of law position of firearms or other weapons at work don't allow these type of things. एक विन चोटे देलेगने जुद बहुत है? और विन भीँन बिँँं ची तो अप कोषुर में बताई थी? खाया हुमन भीँँँँँ? इस विस्गद्टेए औब बहुत होई बँँँः मैं जब गब बाता हों ये एचरन तो ये एक आतला हों कोगे ट०्�寂फड भॉज्यतिया सोट्टिल की बॉटि буде। अवने म।मा म।मा। ॒hil man ौye India नaya यहू Singh प्ल Vine यहू आप शूए फ्मा था Rosen यहू यहू प्लण्रूिन ढ़ हूनै det dhihAPPLAUSE आब वो सकती ए, this is again this disciplinary problem, now even now under the law it is not allowed कि you can openly take weapons out. तो इस चीस को भी मदनाजर अखना ख्याल करना चाही, anything else. And yes harassment, especially if there is gender issue and sexual harassment is there, this is also a disciplinary problem and big problems and even in the international business, organization is doing the settlement for the million and million of dollars and what is the harassment? Harassment is technically any act of other person, consistent act where the other person feel uncomfortable. That is the harassment and if somebody is abusing other people in opposite gender, that is dangerous. It is not allowed under law and it should be dealt accordingly. There are certain disciplinary systems which are recommended by the different labour departments. If you face some kind of these type of disciplinary problems, how should, how you should settle them. यजो भी मैंने इतने एक्छम्पल आपके साज शेएर की, ये ग्रूं ड्यालोटी बात की आपके साज. Yes, when we are talking about discipline at the work, these issues which we are discussing right now, अभी जो मैं आपके साज चंसलाएड आपके साज की, on the job behavior की बात करने, आपके साज जं की बात करने, आपके साज टॉग की भात करने, These are all issues, the disciplinary problems. How should we tackle them? desires should be done, what should we do? आपकी मैं आपके साजगय करने आपके साजगेड की इसते श्ूंथ कोई आपके नहीं. र बस्वाँ्या है. उसे थी रबाये ska 촉 रबाys combustion भफी पढवाdetermिद धिनश्रज। papu apo aparah अस्था आस्था टे郡़िझाज स्थाड़िज़िभ करति就 booking niye lesse chanshar chanshar cho chanshar करति दिप्यादि�ति candies हlAU terroristi tunashe क्ययन्से मैं आप से खाः? rieshORD lime कूघ करžeच़िए hai��� learnt how people are managing their discipline issues or discipline problems. So let's see them what Lieber departments suggested to handle the discipline problem. First give the warning. लोगनेए नец लेवाभाrollणा � pull the warning and again I will give you Isa in amie. दो ठीजा माहा कर certains violations and what certain requirements exists. दे नाल नें ground, played, ढ़ागी डर रआब पर शाल of वुरं at that point. से नाल कर ढुरणाते ते जा दे औरकी वो wrong. लगी आप वार्निंग लगी अवलाँ ड़ा वार्निखन खुद के लगी लगी वार्निंग दिएदेझें. रवाक यासे नी करते थे वो दबाडा थ ही कुरो ताईम पिया�oz. इभ दं तेश्टी जाःए लहीग खुद लही न वार्निग आप मीदगादी की. तब यह आसे नी करते तब दबार थी करो ताईम प्या। यब दन टैंस्टी जाए, गध the written warning, that is the first stage. Second phase, if a person is repeating it, or the event, or the act is more intense, bigger one, you can suspend them. And again in suspension of employee can have a different kind of suspension. कितने अर्से गड़े स्पन कारें, number one. And whether it should be, pay or without pay, it depends on severity of the act. It can be with pay, or it can't be without pay. So it depends again, कितना, कितना सीरी सीमेट है, और किस्टा उसने उसको लिया था, पहले आपने आपने मना किया, लिके मना किया, now what is happening. What should be third stage? You can dismiss him or her with some appropriate notice. And it depends on the agreement. In agreement this is also written, when you do your job, there are different kinds of agreements, basic things are the same, time and other things can be different. That one month notice is required, or one month salary and leave of that notice from either side. If you want to fire him or he wants to resign from both the sides, then they have to give one month notice. Let's see, if you don't want to give one month notice, if you are employer or you are employee, then they have to submit one month salary or two month salary, whatever the notice period is, in lieu of that notice period, you have to collect it. If the employer is firing him, the employer will give a one month notice to the seller, working with immediate effect of your fire. If the employer wants to leave, then they have to surrender the resignation with one month salary. In lieu of that, or one month notice can be given and it depends. Third stage will be, and sometime dismiss him without notice, yes. If there is an act, if there is a crime, then immediately you can fire him and sometime even you don't have to give that salary part. But it is better that you should protect yourself, you don't want to go in the legal fight. And then at the end, there is a right of appeal. Now what they should appeal? The one who is dismissed, he or she might be feeling that he has more than that. Proper due course or cause or effect was not seen. They were not given a chance to defend him. So they have the right to appeal. And where can they appeal? Immediately the one who is dismissed by the instructions, they can appeal to him. Or to some superior body. They can appeal with the boss. These are mostly bodies where you can appeal. Or ultimately you can go to court of law for the appeal to protect you right again. So these are the few steps for any disciplinary system. They vary of course little bit but they follow main course of action. So let us also look at this graphically. What is progressive discipline procedure? That verbal caution is done, first offense is done, first mistake is done. Then mistake is done, return is done. Then mistake is done, then suspend is done. Then again, then after. Even if you are not able to speak then what is the difference? They fire. Because see, as it is said that the moment makes a mistake once. So once mistake, twice mistake, three times, enough is enough. So that is also a progressive discipline procedure right. In your textbook you must have seen this term, the hard stove rule. If these things come again and again then I thought let us discuss these things here too. What is this hard stove rule? What is this? Good discipline is like a hard stove. The purpose of this is to understand that what is the rule of the stove? What is the good procedure of discipline? That the stove should act the way it should act. What is the philosophy behind this when they understand. It provides a warning. Whenever you keep something on the stove, it immediately feels hot. So the warning will come. So such a rule should be given to you. It is consistent. Whenever you keep something on the stove, it will be hot. It is consistent. Burn every time. Whenever you make a mistake, you will get punishment. It is immediate. As soon as you make a mistake, it will be hot. So as soon as you make a mistake, you will get punishment. It is impersonal. And whatever you keep on it, it will be hot. Whatever you do in the future, it will be hot. It does not recognize the fire. That it is your hand or someone else's hand. So what is the purpose of saying? That whatever rule of discipline is made, that the one who gives warning to people first, knows that if they make a mistake, it will be this. And then it is consistent. Whenever they make a mistake, it can cause them harm. And whatever mistake they make, it will cause harm. So it is called a hard stove rule. What are the characteristics of it? That certainly it is going to apply. Whenever you will do the mistake, whenever you will break the discipline, you have to pay the consequence. Fair warning. And uniformity of discipline. Very important. If you have to maintain the uniformity, you can get the result. Cross the border. Same crime, same punishment. So that will work. Approaches to disciplines. We also studied. Positive disciplines. Progressive disciplines to approaches. And the most important thing for that is it should be hard stove rule. Cross the border the same. Whenever somebody will do mistake, they are going to face the same consequences. So naturally it is going to improve the discipline in the organization. Yeah, favoritism should start. Sometimes discipline gets tight, manager gets easier. Then it is not working. Then people don't take it seriously. Then they feel, they will see, nothing happens. Let's take some example and try to understand these discipline problems and how we manage them. Let's see if you have ineffective employees. That which was talking about work performance. This related to discipline problem. There are three general questions. A manager might use to analyze the performance problem. Let's see if you are facing performance problem of certain employees. So before taking any action, you should have three questions. You should ask three questions to analyze the situation. What is the discrepancy? क्या और है? किस्तना आप समचने की ये पर्फारमस अच्छी नहीं है? So what is the discrepancy mean? How come you are thinking that these are ineffective employees? What is the difference in those ineffective employees? Then you will be able to justify that they are ineffective. So first of all you should understand what is the discrepancy. And then how important that is? Is there any difference in productivity? Is there any difference in outcome? Is there any difference in performance? Is there any difference? And is it a deficiency in skill? Like I told you when we talk about performance how do we understand what performance is? It has to do with abilities, which have skills, knowledge and motivation and opportunity. So do you understand that these are ineffective or inefficient because of skill? Is there if there is a deficiency in skill then it must be corrected and if you feel it is a deficiency in the skill, then correct it. Whatever it is, that is a different story. And if it is the equipment which is the problem then it should be crossed the border for the same. Then it is not inefficient it is something else. If the problem does not have to do with the skills then it must be in the terms of what? As I told you if the skill is correct then teach it. If not then see what is the problem? Is there any obstacles? Is there any problem? Should we remove it? Should we increase the motivation of the climate and environment of the agnation and bring about some type of job changes? So it might not be directly a discipline problem सम श़न्टिन प्राइईए अदो напис shambadi partisp behaving In theft or other illegal activities.VI apply engaged in illegal acts including what? IMPLYED theft miss use of company's facilities disclosure of trade secrets, embezzlement, sabotage of product, use of companies, telephone and credit cards for personal use. अगर इस्ताए कर को, you feel dishonesty and see it and observe it. तो क्या करेंगे, यह तो है नहीं लेद, आप उसको रोग भी निसत्ते, because unless you will give them the open hand, they will not deliver. हर चीज़ अगर एक निसान के कंटोल्म भी नहीं होनी, आपको तुस्वो पे दिपन्द भी करनें, और इतमाद भी करनें, लेकिन इतमाद के साथ उसको, they say in the monument when you give them the authority, you should also monitor them. उसकी तिट अवलूशन भी, उसकी मुनेटिंग भी स्ताग औनी चाएएप. To deal with employees' dishonesty problems, what HR manager do? They basically maintain the discipline. And if during this discipline thing, if they will figure out that was intentional and the act is proved, whatever dishonesty they have done it is proved, they can terminate them. And sometime it is rehabilitation. Rehabitation क्या है क्या है, ये भी हो सकते है कि उसको कुछ मेंडली प्राब्लूशन लोसको, तुरसा कमपल सेट कर के सेटल करें. And HR department have responsibility for crime prevention. This is their responsibility. How they can do that? सब से पहले तो खोषीषी करेंगे, गलत आदनी को अपकी team को जाएनी ना करें. Remember when we were doing the selection process, we discussed about the background check. अगर वो अचीडर आपने किया हो, आपका सक्योटी सिस्तम अच्छा हो, then it should not be any problem. The background check, the reference check when you do it, what happens in it? Even when we were talking about the hiring process, where the selection interview, the testing was done, we also look at the honesty test in it. Then we also do the background check. If HR has done, our department has done their job well, then you will minimize the chance that you can have the wrong person in your team. And then keep your system in a full proof that you can't do anything wrong. From there, you can't do anything wrong. Your accounting system can't be as strong as other systems. Of course, freedom to work is there, but it should be checked properly. Then you can minimize these type of things. And these type of this honesty issues. Well, venture is important. जआदा इंपार्टन है, बनिस्वत के आप कुछ हो जाए तोसके बाज तोसको तीख करें. And if somebody is violating rule, what you will do? Consistently violating company's rule, for example, sleeping on the job, having weapons at work, fighting at work, coming in late, abusing the supervisor, that you are violating the rule. What you will do? Will you allow such behavior? No way. Because not only he or she is going to create the problem, but it is giving weight to other people too. You see, they come from time to time. They don't ask much. They don't care about anyone. That can give motivation to other people too. People who are working seriously, they are contributing. They might start thinking because they are also human beings. So, rule violation is also a very big disciplinary problem. And it should be accordingly dealt. Or as I have told you, workplace violence is a particularly dangerous work. You should immediately address these issues. Because it can endanger other people's life. And if there is nothing more than life, it shouldn't be at risk. So, violence at work under no circumstances should be tolerated or allowed. So, rule violation should be also dealt accordingly. As we discussed earlier, the procedure is in front of you. Depending on the intensity of the crime, you should deal with it and address it. Discipline system. A discipline should be what? Any discipline should have basic characteristics. Some things should be kept in mind if you want to get results out of that discipline system. It should be proportional to the bad behavior. The more crimes there are, the more consequences there are. So, it can affect them. It should be applied before the bad behavior becomes a habit. As a bad behavior is a rule violation disciplinary problem, you should immediately apply it. Instead of waiting for it to become a habit, then it should have created a big loss for your company, for your organization. Be focused on specific behavior. There should be specific punishment for specific behavior. For a small crime, the same kind of punishment or big crime and the type of threats should be specific. It should be specific with the specific behavior. And it should be applied consistently across people and time. No favoritism. Let's see if a crime A has B punishment. So, it doesn't matter who do this A crime. He or she should get the B punishment. Then it can be effective. Not be followed by positive rewards that lessen the manager's guilt. Khabhi kabhi aise bhi dekhah gaya ke kuch manager hoten hain. May be guilt feel karte hain. Ke pehle sazadi bil baad mein. Ongo thoda badh reward kar diya ke yaar. Ushtar jo hona chahiye fahe da ush punishment ka reinforce mein khatam ho jata hai. People will start taking it different way yaar. Thoda saar nukhsaan ho ba sahajna reward hu mil gaye. Nahi, punishment hiya to then it is punishment. And be administered by someone that implies trust and repute respect. Aise persan ko yeh cheezin implement karne chahiye jiski apne integrity ho. To trustworthy ho. Reason why discipline might not be used. Remember during last lecture we discussed ke kuch sadara hote shahad waha pe discipline aap nahi kar sakte. Waha kar culture aasah ho chuk hai. In beginning they never thought of these things. Now it is a culture there. People come late, they go early. They don't care. To yeh bhi krijana waha discipline nahi hora. Lack of sport by the higher management. Sometime higher management is not involved in the decision making. Ojo aap implement karahiye discipline uski saath sport nahi higher management ki. So there are two more than one boss there. Chab ishtar ki situation hogi. Thir bhi discipline kaya nahi rasat. Sometime guilt might be the reason. You feel guilty ki yaar. Maha saath zulum to nahi kara. Zyati to nahi kara. And sometime it is. You don't want to lose the friend. Agar yeh manager yeh samajne shroo kar dek agar mani yeh sakhti kyu ki discipline ka problem hai. Agar mai sakhti kar unka to yeh khilap hi ho sakte. That might be a reason. Ki discipline is not there. But remember these type of organization cannot go long. And people are thinking yaar yeh kis chakna par jon go. Time has come. Chalo walti yeh hogi thi kaya. This is again dangerous. And fear of last suit. You don't want to take action because you are scared. Ki ho sakta hai wo kot na chala jai. If you are right, don't worry. Act. Authority. Usi vakata jaab usko use kia jai. Lekan right time pe. Right maksat ke liye uska ethical issue. Madhanazhar zoro rakhna chahi. So that was all about. What? Discipline. Now let's talk about separation. Separation from the organization. You started within recruitment selection. Now time is separation. Bakki saare activities humne discuss kar liye. Let's talk about separation. Yeh kya chis hoti? Aur kisni kisam ki hoti? Kuch assi separation bhi hoti hai. Jisko disciplinary separation kaya thi hai. Jisme dismissal ek example aasakti hai. Aur kuch assi hoti hai. Jo non-discipline hoti hai. Jisko hum lay-up downsizing. Resignation, retirements. Yeh chis hai kaha jata hai. In-voluntary separation. Jo khushi se kui separate nahi hota. Voluntarily kui separate nahi hota. Aur kini kisam ki hai? Kisme aap ki wo dismissal waga bhi aasakti hai na? Issues kya aasakti hai? Employment at will. Now this is the right of organization. Jaisi humne last lecture me bhi employment at will samja tha. They can hire people. They can fire people. They don't want you. To ye aap to chhate kaam karna. But they don't want you to any reason. But again within the framework of legal. Similarly disciplinary reason bhi hosakti hai. Kuch assi kaam hosakti hai. Jiski baise dismissal kaya jaarao. Layup bhi hosakti hai. Jaisi aap growth hoti hosakti hai. You have more hiring. And if the things are not good. You can have the lay-up. To ye sari cheez hai. Na chhate wo bhi aap ko waha se nikalna parta hai. Right? Let's take one example termination. For cause. Kisdi reason ki baise aap ko terminate kya jaarao. Some offenses are so bad. They typically justify immediate termination. Kisdi ke to baqaya tha ek process hai na. Aap kale ek warning dein, dosi warning dein, written warning dein. Explanation call karein, suspension karein. And then terminate it. But some can be immediate. Again, as I said. Depending on the kind of crime. Let's see. Kisi ne apne resume mein, galt information dein di thi. Verify kya, check kya. Galt-migling to. It's a big crime. Kisi ne galt transcript dein diye. Ek degree baidi jaali jama karadi. Jab verify kar vaya gaya tha wo degree nahi thi. Immediately terminate that person. Ishtra record galt kya. This is again a big crime. Usko usne 8 gante kaam kya. Chhat double ka awal likh diye. Samaan jitna liya, kam likh diya. Even embezzlement, pass on garbar ki. Don't wait. Trade secrets apne aggression ke bahar baata diye kisi ko. Company's property ko steal kiya. Supervisor ko ya your fellow employees ko assault kiya. Jagrab kiya. Position of weapons. Alcore or illegal drugs. These are all things for which you can immediately terminate the people. But there are certain acceptable reason and certain not acceptable reason for which you can immediately terminate the people. What are the acceptable reason? Incompetency bhi usakti ya? Ke wo uskaam kili fitin nahi ya? Repeated insubordination avo banta hi nahi ya apne basko? Repeated lateness, unexcited absences over karein. Illegal behavior, verbal abuse, physical violence and these are the kind of things for which you can just fire them, terminate their services. Ko kuch unacceptable reason bhi ho sakti ya? Reporting illegal companies action are cooperating in legal investigation. To kui ishwaya se aab basko nahi nikal sakte ki usne company khi khalaaf koi baat ki ya? Or company ko illegal baat karei thi the wo agencies ko help karein. To these are unacceptable reason abai zala. Similarly filing worker compensation claim, kisi nahi court mein aapki aapke khalaaf koi complain kar di usse basko aap usko nahi nikal sakte. Ye ek reason asa nahi ya jispe aap usko nikal sakte. Engaging in concerted activities to protest wages, worker security, anyway. Any kind of activity which is against the organization, wo union ki reaction pe baat karte hai, karein complain kar to usse basko baat ki aap kisi ko farag nahi kar sakte, terminate nahi kar sakte, aapko rule ishki formation nahi dehta. Similarly if he or she is refusing an assignment because of the reasonable believe that it is dangerous again. Ek to ye right hai, worker ki ke wo aap hokumane apne baska. Lekin what activity, what action or what kind of work. If the person is feeling that it is dangerous for him, he can refuse aap us base pe usko farag nahi kar sakte. And termination does two things. Punish the problem implies and send a message to others. Implies about what will be the totalness. Ke iska kya consequence wo. Ek to ye hai, uska behavior thik hota hai, usko punish hota hai jisne kalti ghiya, dosno gili ke they should be careful. Aur termination ko manage karne ke li kya zoruri hai. Remember very important documents, documents, documents. You have to properly documents the event so that if he or she is going to court or some higher authority you should have the proof that why you have terminated a person. Demotion as alternative or termination, kabhi kabhi ye bhi hota hai ke crime agar thoda hai, chhota hai to aap bhajaya usko terminate kar ke usko demote kar desne usko lower scale pe leyatein. That is also a punishment big punishment. Ye alternate ke tor pe uskiya jata hai. Similarly layup jisko aam downsizing kyaatein or restructure bhi kyaatein or rightsizing bhi kyaatein. Why people do this thing? Because they don't have the now with the growth ke iskwad market mein hi hai to wo layup di karthein. Layup ki bhi mo fulif kisme hai. Temporary layup hi hota hai apartment layup hi hota hai. With the recall bhi commitment hoti hai whenever we will get the project again we will call you again. And as I said that it can be a different type of layup. Recall bhi hosakthein. Permit layup bhi hosakthein. Even you can just send them to other organization kyaatein. Hamaare pass to kaam hotam ho gaya. But yes we have some opening other place we can send you there. To ye bhi ek ism ki separation usadaare se unki ho sakti. Out placement jo main abhi bataaya aap ko. Us ke baad voluntary separation kya apni marzi se wo kis kism ki hosakthein. If somebody dissatisfied with your work with your organization quitting may also be due to sudden change change in organization change in outside market or whatever internal job related for example not getting a promotion agar unko chance mirla wo khut chhod jitne hai ki thee ke di hain resign karthein hain. Ye bhi hosakthein baad koi unko achhi chance mirla they can quit the job. Similarly spouse transfer oghi that can be one reason. So either you are dissatisfied you are getting good option kya koi mojburi hai ke your spouse got transferred to other place to you are quitting from the organization willfully. Tika to isko kya katein you resign. For design can be you first inform your employer and then follow this advance notice either you negotiate ask him to wave or in view of that if you have time you can give the notice or you can just submit the that money or one month or three month or whatever is the requirement by the act by the contract uthne pasya makh rake aap immediately resign karse then retirement now one has to retire now they have certain requirement kaha kisi jaga age limit hai kisi jaga service hai itne saav ke service kaal ne then you will be retiring and some organization you japta ka aap kam kar saktein even you don't have to retire but after completing the service or completing the age limit people retire or some time they can go for early retirement if they are getting again there might be different reason golden shake hand mohtri policies le ke atni organization yeah if they are thinking enough is enough now we want to relax we want to just have spend life vocationing relax karthe uve to retirement is the ultimately last bizarre jise ka atni whoever will start if everything go right they have to retire so what you think enough so let's quickly summarize what we cover today we try to understand identified we try to identify common discipline problem at the work related to attendance behavior dishonesty dishonesty and so on then we also try to understand this heart stove rule discipline system ko amne samja but then the last part was separation this may voluntarily or involuntarily or involuntarily separation karthe both are organization say willfully or against the will and then we also discuss about the resignation and finally the retirement after completing the service or early retirement to isari muhtlif separation ki examples thing I hope you understood those things what about the next and I don't want I don't want to tell you the next thing because you should be knowing now by now to be aapko swali neshaan aap ke liye I'll stop it here and I believe we have covered most of the part only one part is left that is the globalization the effect HRM and global organization but before that I'll try to cover the leadership part with the same thoughts with the same belief that you will work hard and study before coming for next lecture take care of yourself Allah Hafiz and salam aleikum