Conflict between managers and employees is inevitable in any organization, whether public or private. often, the source of the conflict is employee non-compliance. managers are responsible for disciplining those employees whose performance or conduct is sub-standard or inappropriate. However, the ability to effectively address employee non-compliance is a challenge to many managers or supervisors.The objectives of the study were to establish the influence of employee reprimand system, employee code of conduct, employee disciplinary procedures and employee rules and regulations on employee performance in Kenya with a case of  Mukurwe-ini Wakulima Dairy in Nyeri County.The study reviewed several literatures in line with the area of study and employed descriptive research design so as to carry out an in depth study of the organization in order to come up with relevant data for analysis. the study targeted 130 employees of mukurwe-ini wakulima dairy Ltd 50% of the population that is 65 respondents were sampled using simple random sampling method. the primary data was collected by use of questionnaires as the data collection instruments. the data was analyzed using the statistical package for social sciences (spss) version 21, and presented in the report in form of tables, pie charts and graphs to represent frequencies and percentages. The study adopted inferential statistics and variables were regressed at 5% level of significance to determine strength and direction of their relationship and the study established that all independent variables statistically and significantly influenced the dependent variable. The analysis showed that codes of conduct had the strongest positive (pearson correlation coefficient =.603) influence on employee perfomance. In addition, employee reprimand, employee disciplinary procedures and rules and regulations are positively correlated to employee perfomance (pearson correlation coefficient =.506, .559 and .622).The code of conduct was the most significant factor. The study concluded that employee reprimand, code of conduct, employee rules and regulations and employee disciplinary procedures positively influenced employee performance at Mukurwe-ini wakulima dairy. The study recommends that there is need to have effective employee reprimand systems, good code of conduct, effective employee disciplinary procedures and rules and regulations on progressive discipline as they positively influence employee performance at Mukurwe-ini Wakulima Dairy.

Key Words: Progessive Discipline, Employee Performance

Full Text:



Armstrong, M &Murlis, H (1998), Reward Management, 4th Edition, Kogan Page London.

Armstrong, M & Baron, A (1995), The Job Evaluation Handbook, 7th Edition, London Press Publishers.

Armstrong, M (2000), Team Reward, CIPD, London.

Abass J, (1993), International Manpower Management, Journal of International Management Vol. 14 (6)

Alison D, (2003), Happy Together, How Using Nonstandard Workers, London, Jason Publishers.

Andrew B, (2006), Exit, Voice, Loyalty, and Pay: Evidence from the Workforce University of Accra.

Cole, (2003), Reward Management: A survey of Policy and Practices 5th Edition, Book Power, London.

Dessler, G (1994), Human Resource Management, 6th Edition, Prentice Hall Publishers.

E-reward, (2004), Reward Case Study,, Stock port.

Graham, H. T & Roger, B, (1998), Human Resource Management, Prentice Hall Publishers.

Gupta, C. B (2009), Human Resource Management 10th Edition, Allied Publishers.

Larman, R. A (1992), Whistle Blowing and Employee Code of Conduct, Business Week Technology Research, Vol 2(14).

Levinson (1998), How to Kill creativity, Harvard Business Review Sept 2010, Boston MA: Harvard Business Publishing.

Martha N, (2005), The Fragility of Goodness, Cambridge University Press London.

Maslow, A. H (1996), Higher Motivation and The New Psychology, E. Hoffman (Ed), Future Versions: The unpublished papers of Abraham Maslow.

Whitford H (2006), The Hirschman’s Theory of Exit. Voice and Loyalty, Netherlands, Springer Publishers.

Zhenxiong C (2001), Loyalty to Supervisor Vs. Organizational.

Margie Mader-Clark and Lisa Guerin (Nolo),

Crane, A. ,&Matten, D(2007), Business Ethics (2nded). New York: Oxford University Press

Field, A (2005). Discovering Statistics London: Sage

Grupta (2009)

Orlitzky,Schmidt and Ryne (2003)

Mundia (2009)

Richard, Valerie and Carol (2008)

Hepple and Morris (2002)

Griffin and Mahon (1997)

Gobbons (2007)

Berrone et al (2005)

Kim & Cha (20002)

Keasey , K & Wright, M (2005) Corporate governance: London John Wiley

Kisulu, D & Tromp. (2006). Proposal and Thesis Writing Nairobi: Pauline Publication

Mizruchi, M.S (2004). Berle and Means revised: governance and power of large corporations. Michigan . University of Michigan

Orodho, A, (2003).Essentials of Educational and Social Sciences Research Methods. Nairobi: Masola Publishers

Konthari, C. R (2004), Research Methodology, New Delphi, Willy Eastern Limited.

Cohen and Lawrence (1995)

Armstrong (2011), handbook of Human Resource Management Practice,11thed, KoganPage

Richard, Valerie & Caro (2008)

Sally et al (2004)

Creswell (2002)

Zhang (2000)

Dower N. (2004), “Global Economy, Justice and Sustainability” Ethical Theory and Moral Practice

Purcell, J. Kinnie.K, Hutchinson,S, Rayton, B and Swart, J (2003) People and Performance. How people management impacts on organizational performance, CIPD, London.


  • There are currently no refbacks.