THE ROLE OF DISCIPLINE POLICIES IN THE APPAREL SECTOR OF SRI LANKA

Introduction to company discipline
Disciplinary policies in companies are identified to support productivity, safety, and the achievement of organizational goals. In human resource management (HRM), discipline is considered as a mechanism to regulate behavior, align employee actions with business objectives, and ensure a safe and self-motivated work environment.

In Sri Lanka’s apparel industry, however, disciplinary measures often form these core objectives, instead restricting employees' personal rights by enforcing rules on appearance, such as men’s and women’s hairstyles, clothing, and accessories. As well as personal relationships.

HRM principles suggest that discipline should focus on job performance and actions that directly impact business goals, rather than making limitations on employees’ personal freedoms.

HRM Activities and relevant disciplinary steps
According to HRM functions, discipline targets behaviors which are influenced to key business outcomes. This Contains

• Attendance and punctuality: Regular attendance and on-time attendance are compulsory to maintain the company’s productivity.

Frederick Taylor’s Scientific Management Theory supports building the most effective discipline practices in the company which emphasize efficiency in task execution. In Sri Lanka’s apparel sector, attendance is a main discipline task that supports operating production lines smoothly, meeting production targets and reaching customer satisfactory levels.

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• Work performance: Companies in manufacturing operations such as garment factories focus on performance expectations rather than regulating appearance, since it impacts job quality and efficiency.

 Goal-Setting Theory in HRM highlights that when employees understand what their expectation of them in terms of performance is, they are able to work toward achieving company objectives, enhancing productivity and performing in their roles​

 

• Safety and substance control: In environments like apparel manufacturing, safety is compulsory since most customers attract compliance matters that globally recognized, and HRM might take strict steps to enforce rules against drug or alcohol use during work. This affects for Occupational Health and Safety (OHS) standards, which are very important in protecting workers and maintaining productivity. Considering the safety measures rather than personal matters which have no impact on company key operations, it supports to build a culture of care and respect for workers. According to Maslow’s Hierarchy of Needs, that identifies safety as a  need for employee motivation​

 

Non-essential disciplinary rules & impact on company’s goals
In the apparel industry in Sri Lanka, the disciplinary policies mostly extend to non-essential personal matters, which have no co-relationship with key operations aligned for company goals and business targets.

• Personal appearance and relationships: Many of the companies have announced restrictions on hairstyles, clothing, and relationships are often based on traditional norms rather than productivity needs.

Theory Y of HRM states that employees are self-motivated and looking forward responsibility, and unnecessary restriction and controls over personal aspects may negatively affects for morale and engagement with company operational activities. This kind of policies support a work culture of distrust and dissatisfaction, reducing job commitment and increasing turnover​.

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• Influence on worker morale: Discipline aimed at non-work-related matters can undermine employee morale.

Herzberg’s Two-Factor Theory explains that workers feel motivated when they experience respect and consideration at work. Company rules taken on workers’ discipline  controlling their appearance or personal choices, if unrelated to job roles, can feel demotivated, leading to resentment and disengagement. Companies in Sri Lanka has found that such kind of restrictions can lead to higher employee dissatisfaction, high turnover, bad impact on loyalty and productivity​

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Constructive disciplinary practices aligned with business needs
To build a disciplined respectful workplace, Sri Lanka’s apparel companies could perform the following:

• Attendance and time management: Introducing clear policies to the employees convincing the impact of late attendance for productivity and How on-time presence keeps operations running smoothly.

• Substance-free working environment: Company might take strict actions to avoid using substances while working since all the staff might be conscious of their job tasks to lead the company for the planned goals. But, the company has no right to place any restrictions for their employees to control their personal habits after working period out of the company premises.

• Protection of company assets: Implementing policies for theft or misuse of company property is compulsory in focus of protecting company assets. In such policies, employees has to respect it without any restriction since it is a step a company might take to ensure their own properties.

 Agency Theory, Has clearly  emphasizes trust in the employee-employer relationship to safeguard company resources.

 

 

Conclution

In apparel companies in Sri Lanka, The management should focus on core operational requirements for discipline. Mainly,  attendance, performance, and respecting to safety protocols while allowing employees to enjoy their freedom in appearance, reflecting a culture of trust and respect, . The correlation is only between productivity & focusing on work-relevant disciplinary measures rather than restricting personal choices.

Disciplinary policies in the apparel sector in Sri Lamka should be focused on behaviors that directly impact business performance and safety. Following HRM principles, companies in Sri Lanka can create a better workplace which respects employees personal freedom while achieving core operational goals. Aligning discipline policies with productivity, safety, and ethical fosters, Company can make a supportive work environment and it automatically enhances employee satisfaction, while benefiting both the organization and its workforce.

References:

• Himal Southasian, "Where workers stand in Sri Lanka’s garment-industry boom." Available at: Himal Magazine​

https://www.himalmag.com/politics/workers-sri-lankas-garment-industry-labour

• Solidarity Center, "Justice for All: The Struggle for Worker Rights in Sri Lanka." Available at: Solidarity Center​
• Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers
• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.