Dear Friends,
We would like to introduce a reverse order punishment system in which the subordinate can also punish superiors for the late response from their superiors. Any input or suggestions for the development of the system would be greatly appreciated.
Please help.
Thanks and Regards,
Raj
From India, Cochin
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3We would like to introduce a reverse order punishment system in which the subordinate can also punish superiors for the late response from their superiors. Any input or suggestions for the development of the system would be greatly appreciated.
Please help.
Thanks and Regards,
Raj
From India, Cochin
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I personally don't think it's a good idea. Rather, if any senior is not responding in due time, then his/her superior authority should intervene to take charge of the situation. Some seniors may not like the idea of being punished by the juniors.
From India, Pune
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From India, Pune
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Dear Lenin Raj,
What kind of concoction is this? If the manager is not responsive, then the General Manager or any other senior authority should take action against him. Allowing juniors to take action against seniors could set a pernicious trend and dilute the authority of the managers.
Secondly, what if a manager and a subordinate enter into a tacit understanding not to take action against each other?
Please note that in business organizations, the flow of authority has to be from the top. A reverse flow could stop at the MD's level, and who will take action against the MD?
Possibly, this idea might have emerged from an egalitarian mindset, but business organizations operate on capitalism, where the one who invests the capital will always have the upper hand. Business organizations cannot be run like a democracy. (Source: [Economic Times](https://economictimes.indiatimes.com/tech/software/you-cant-run-a-company-as-a-democracy-kamath/articleshow/8141736.cms))
Thanks,
Dinesh Divekar
From India, Bangalore
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What kind of concoction is this? If the manager is not responsive, then the General Manager or any other senior authority should take action against him. Allowing juniors to take action against seniors could set a pernicious trend and dilute the authority of the managers.
Secondly, what if a manager and a subordinate enter into a tacit understanding not to take action against each other?
Please note that in business organizations, the flow of authority has to be from the top. A reverse flow could stop at the MD's level, and who will take action against the MD?
Possibly, this idea might have emerged from an egalitarian mindset, but business organizations operate on capitalism, where the one who invests the capital will always have the upper hand. Business organizations cannot be run like a democracy. (Source: [Economic Times](https://economictimes.indiatimes.com/tech/software/you-cant-run-a-company-as-a-democracy-kamath/articleshow/8141736.cms))
Thanks,
Dinesh Divekar
From India, Bangalore
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This system will lead to anarchy.
While seniors are expected to be responsive to queries from juniors, delegating authority to punish superiors to juniors will be a recipe for disaster. Delayed responses will be covered during the appraisal of seniors if a 360-degree appraisal system is being followed.
From India, Pune
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While seniors are expected to be responsive to queries from juniors, delegating authority to punish superiors to juniors will be a recipe for disaster. Delayed responses will be covered during the appraisal of seniors if a 360-degree appraisal system is being followed.
From India, Pune
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Dear colleague,
The concept of reverse punishment is fraught with potentially grave consequences. If any junior has a grievance against a senior, the mechanism of grievance redressal can be resorted to. However, providing the junior with the means to punish the senior would only serve to undermine the organization. I strongly oppose this idea.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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The concept of reverse punishment is fraught with potentially grave consequences. If any junior has a grievance against a senior, the mechanism of grievance redressal can be resorted to. However, providing the junior with the means to punish the senior would only serve to undermine the organization. I strongly oppose this idea.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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Echoing the seniors' views that it drives the organizational discipline in reverse gear, I say the solution to the problem does not lie in opting for a reverse punishment system but streamlining your communication system. Make it more open and transparent so that employees feel comfortable voicing their views. Also, enhance your grievance redressal system by making it time-bound and accountable to the higher authorities.
B. Saikumar
HR & Labour Relations Advisor
Navi Mumbai
From India, Mumbai
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B. Saikumar
HR & Labour Relations Advisor
Navi Mumbai
From India, Mumbai
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Dear Leninraj,
What kind of solution do you think this reverse system will solve? Why is there a management hierarchy in the organization? Or why is an organization even called an organization? Isn't it because it has an organized system that each one follows?
If anyone can take action over anybody, junior on senior or anything like that, what difference does that bring for their designation, reputation, and their contribution to the company? This kind of thought will only lead to chaos. Totally opposing it.
From India, Bengaluru
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What kind of solution do you think this reverse system will solve? Why is there a management hierarchy in the organization? Or why is an organization even called an organization? Isn't it because it has an organized system that each one follows?
If anyone can take action over anybody, junior on senior or anything like that, what difference does that bring for their designation, reputation, and their contribution to the company? This kind of thought will only lead to chaos. Totally opposing it.
From India, Bengaluru
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Normally, subordinates will be unhappy with superiors because superiors will be pressurizing the subordinates for the completion of work on time. Very rarely do you find a very cordial relationship between superiors and subordinates. The introduction of such a system will simply create problems in the functioning of the system, and the organization may suffer. You may try to implement a 360-degree feedback system wherein the subordinates rate the superiors, and the ratings are submitted to the HODs. The HODs can then counsel both parties, aiming to improve the relationship. Reverse order punishment will not work due to the authority, responsibility, and accountability lying within superiors and not subordinates.
From India, Mysore
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From India, Mysore
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Dear Leninraj,
First of all, why punishment, whether to a subordinate or superior? Any business organization is a place of performance that has to be measured. Accordingly, you reward. So, a poor performer is rewarded poorly at each level. One who doesn't even pass to be poorly rewarded fails. So do not punish anyone, just put a system in place meticulously, and all stakeholders should be informed of the system. The superior-subordinate and vice versa relationship should be a close bond in nature. We have to come out of the punishing mindset.
From India, Mumbai
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First of all, why punishment, whether to a subordinate or superior? Any business organization is a place of performance that has to be measured. Accordingly, you reward. So, a poor performer is rewarded poorly at each level. One who doesn't even pass to be poorly rewarded fails. So do not punish anyone, just put a system in place meticulously, and all stakeholders should be informed of the system. The superior-subordinate and vice versa relationship should be a close bond in nature. We have to come out of the punishing mindset.
From India, Mumbai
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Dear Arunachala,
The 360-degree feedback system is a periodical (mostly annual) process and may not meet the criterion of promptness with which an employee expects a response from a superior. Secondly, it is possible that all subordinates may not evaluate the superior in the same manner, and some may rate him as "good" while others rate him as "poor" on communication. In my view, it may not serve as a remedy for issues in one-to-one communication. This is my perspective.
B. Saikumar
HR & Labour Relations Advisor
Navi Mumbai
From India, Mumbai
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The 360-degree feedback system is a periodical (mostly annual) process and may not meet the criterion of promptness with which an employee expects a response from a superior. Secondly, it is possible that all subordinates may not evaluate the superior in the same manner, and some may rate him as "good" while others rate him as "poor" on communication. In my view, it may not serve as a remedy for issues in one-to-one communication. This is my perspective.
B. Saikumar
HR & Labour Relations Advisor
Navi Mumbai
From India, Mumbai
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