The practice of discipline is described as the most embarrassing and complex part of the job for many managers (Hook et al., 1996).
The need to deal with problems which arise from the failings of employees, deficiencies of character or attitude, lack of self control and disobedience are just some of the challenging areas identifi ed by front line managers (Hook et al., 1996).
Atiomo (2000) identifies that at some time, every manager has to deal with an employee who is insubordinate, steals property, arrives consistently late for work or engages in other problem behaviours.
In these cases, organizations generally adopt a progressive approach to discipline where erring staff are taken through stages of counseling and warnings before adopting more serious interventions such as suspension or dismissal (Anderson & Pulich, 2001).
In addition, best practice supports the adoption of a less punitive approach to the management of staff with substance use or mental health issues.
Monroe and Kenaga (2010) identify that the impaired staff member needs to feel safe to ask for help in a non punitive atmosphere of support.
Understanding how and when to engage the most relevant action for behaviours that Atiomo (2000) identifies as, expected in any front line management role, is essential for effective management of staff nurses.
However the NUM is not prepared with the relevant HRM knowledge.