Implementation of Work Discipline and Application of Employee Sanctions In PD. BPR Rokan Hulu

This study was conducted at BPR PD Rokan Hulu, utilizing a qualitative descriptive analysis based on interviews. The primary objective was to investigate the disciplinary practices and the application of punishment among employees within the institution. The findings reveal that to enhance disciplinary diversity, BPR PD Rokan Hulu has established robust regulations and enforced sanctions effectively. This initiative demonstrates BPR PD Rokan Hulu's commitment to promoting diversity through structured training programs and the implementation of punitive measures. Despite these efforts, the study identified that there are still instances of indiscipline among some employees. Specific violations observed include habitual tardiness, absenteeism without prior approval from supervisors, and unexplained departures during official work hours. These actions not only contravene the company's established regulations but also undermine the overall disciplinary framework intended to foster a productive and efficient work environment. The research highlights the significance of continuous monitoring and reinforcement of disciplinary measures to ensure adherence to organizational norms and standards. Furthermore, it suggests that while the implementation of rules and sanctions is vital, BPR PD Rokan Hulu could benefit from exploring additional strategies to address the root causes of indiscipline. This could include more personalized training sessions, enhanced communication channels between employees and management, and the development of a more inclusive company culture that encourages respect for regulations. In conclusion, while BPR PD Rokan Hulu has made commendable strides in enforcing discipline and applying necessary sanctions, there is room for improvement. Addressing the lingering issues of employee indiscipline requires a multifaceted approach that not only penalizes non-compliance but also actively fosters an organizational culture that values punctuality, responsibility, and adherence to established guidelines.This study was conducted at BPR PD Rokan Hulu, utilizing a qualitative descriptive analysis based on interviews. The primary objective was to investigate the disciplinary practices and the application of punishment among employees within the institution. The findings reveal that to enhance disciplinary diversity, BPR PD Rokan Hulu has established robust regulations and enforced sanctions effectively. This initiative demonstrates BPR PD Rokan Hulu's commitment to promoting diversity through structured training programs and the implementation of punitive measures. Despite these efforts, the study identified that there are still instances of indiscipline among some employees. Specific violations observed include habitual tardiness, absenteeism without prior approval from supervisors, and unexplained departures during official work hours. These actions not only contravene the company's established regulations but also undermine the overall disciplinary framework intended to foster a productive and efficient work environment. The research highlights the significance of continuous monitoring and reinforcement of disciplinary measures to ensure adherence to organizational norms and standards. Furthermore, it suggests that while the implementation of rules and sanctions is vital, BPR PD Rokan Hulu could benefit from exploring additional strategies to address the root causes of indiscipline. This could include more personalized training sessions, enhanced communication channels between employees and management, and the development of a more inclusive company culture that encourages respect for regulations. In conclusion, while BPR PD Rokan Hulu has made commendable strides in enforcing discipline and applying necessary sanctions, there is room for improvement. Addressing the lingering issues of employee indiscipline requires a multifaceted approach that not only penalizes non-compliance but also actively fosters an organizational culture that values punctuality, responsibility, and adherence to established guidelines.

Comparison of Leadership Practices of Principals of High and Low Performing Higher Secondary Schools in District Lahore

School principals play very important role in the progress of educational institutes. Effective school leadership practices are necessary for students? performance as well as for school improvement generally. The principals or heads set the quality and morale of the schools by which they influence the teachers and pupils. Purpose of the study was to compare the leadership practices of the principals of high and low performing higher secondary schools. The study was quantitative and the survey method was used. Principals of higher secondary schools of district Lahore were the population of the study. Total population has been taken for data collection, the researcher has done census for this study. There were total 25 higher secondary schools in district Lahore. In each school, one principal is performing his or her duties as a leader of the school. Ten principals were from high performing schools and ten were from low performing schools. High and low performing secondary school were categorized on the basis of students? matriculation results for the year 2017 of Board of Intermediate and Secondary Education, Lahore. Schools? matric results with 80% and above were considered as high performing schools and less than 80% were considered as low performing schools. An adapted questionnaire was used for the purpose of data collection. Questionnaire was comprised on two parts, demographic information of respondents and 35 close ended questions defining leadership practices of higher secondary schools? principals. The data were analysed by using statistical techniques such as mean, standard deviations and independent sample t-test. Major findings of the study show significant difference between the opinions of high performing higher secondary schools? principals and low performing higher secondary schools? principals on all these factors; a) developing school vision, b) promotion of collaborative school culture, c) distribution of leadership responsibilities, d) involvement and consultation with staff, e) establishment of interpersonal relationship, f) instructional and mentoring support, and g) professional development. The collaboration and consultation with staff is the key to success for high performance of higher secondary schools so, it is recommended to the low performing higher secondary schools? principals to enhance their collaboration and consultation with their staff members.