Document Type : Original Article
Authors
1 Doctoral student of Management Department, Birjand Branch, Islamic Azad University, Birjand, Iran.
2 Assistant Professor, Department of Management, Birjand Branch, Islamic Azad University, Birjand, Iran.
Abstract
1- INTRODUCTION
Organizations, especially public ones, require maintaining discipline and order to achieve their goals. Organizational punishment is one of the key tools for managing undesirable behaviors of employees. If designed and implemented correctly, this tool can reduce inappropriate behaviors, improve performance, and strengthen organizational culture. However, its effectiveness depends on various factors, such as criteria transparency, fairness in execution, and consideration of short- and long-term consequences. In many public organizations, improper use of punishments or the lack of well-defined and effective policies may lead to increased deviations and decreased productivity. Therefore, the primary goal of this study is to design and validate a comprehensive and effective model for organizational punishments with a focus on public organizations in Razavi Khorasan Province. This model can help managers and policymakers scientifically and logically reduce deviations and enhance employee performance.
2- THEORETICAL FRAMEWORK
This study is based on well-known theories and models in management and organizational behavior literature. One of the most driving frameworks, Skinner’s theory states that employees' behaviors are influenced by their positive or negative consequences. In this regard, punishment can be a negative consequence leading to changes in employee behavior. The utilitarian theory emphasizes the importance of deterrence in reducing undesirable behaviors, suggesting punishment should be designed to prevent future deviations while compensating for damages. Bandura’s social learning theory highlights the impact of modeling behaviors in organizations and emphasizes the importance of direct training and demonstration of appropriate behaviors. Additionally, Kant’s theory stresses the necessity of justice in implementing punishments, asserting that no punishment should be administered without adherence to ethical and legal principles. These theoretical frameworks shaped a basis for analyzing this research's data and provided a foundation to design a comprehensive, scientific model for the effectiveness of organizational punishment.
3- METHODOLOGY
This mixed-method study was conducted in two qualitative and quantitative phases. In the qualitative phase, thematic analysis was used to extract concepts and main themes. Qualitative data were collected through interviews with nine executive managers and five university professors specializing in organizational behavior, human resources, psychology, law, and sociology. Sampling in this phase was purposive and snowball-based. In the quantitative phase, the statistical population consisted of 8,936 public managers in Razavi Khorasan Province. The sample size was determined using Cochran’s formula, and a minimum of 368 participants were selected through stratified random sampling. The data collection tool for the quantitative phase was a questionnaire whose validity was confirmed through confirmatory factor analysis, and reliability was assessed with Cronbach's alpha (above 0.7). Data were analyzed using SPSS and AMOS software.
4- RESULTS & DISCUSSION
The study’s findings revealed that the effectiveness of organizational punishments is summarized in three main themes and fourteen components. The first theme, the effectiveness of the punishment system, includes the goals of punishment, clear and fair criteria, and appropriate timing for implementing punishments. This theme emphasizes that punishments should be designed and executed aimed at preventing deviations, compensating for damages, and correcting employee behavior. The second theme, the effectiveness of organizational structure, highlights the roles of formalization and problem-solving in the punishment process. Formalization refers to the presence of transparent and law-based guidelines that inform employees about the consequences of undesirable behaviors and help to make fair decisions. Problem-solving involves identifying and analyzing the root causes of violations and proposing preventive measures. The third theme, the deterrent effectiveness of punishment, comprises training, reform, transformation, and improving individual and organizational performance. Training employees about laws and regulations, transparent communication, and offering opportunities for behavioral correction play significant roles in reducing the need for punishments. Furthermore, deterrent mechanisms can reduce costs associated with violations and enhance organizational productivity.
5- CONCLUSIONS & SUGGESTIONS
This study has presented a comprehensive and effective model for organizational punishments, which can significantly reduce deviations, improve individual and organizational performance, and enhance productivity. The results indicate that punishments are effective when based on clear, fair, and proportionate criteria and executed justly. Additionally, continuous training and organizational culture-building can reduce the need for punishments and reinforce positive behaviors. It is recommended that organizations review their punishment guidelines and adopt corrective and educational approaches tailored to their cultural and structural needs to reduce violations. Additional recommendations for increasing the effectiveness of punitive policies in organizations are implementing intelligent monitoring systems, organizing training programs, and enhancing managerial skills in punishment and reward policies.
Keywords
©2025 The author(s). This is an open access article distributed under Creative Commons Attribution 4.0 International License (CC BY 4.0).
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