Transcript Chapter 10 Discipline and the Marginal Employees

Chapter 20
Discipline and Employee Assistance
Programs
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Essentials of Discipline
Approaches to Discipline
Administering Discipline
Termination
Special Disciplinary
Concerns
• They Supervisor’s Key Role
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Essentials of Discipline
• Discipline: (1) Condition or
state of orderly conduct and
compliance with rules. (2)
Action to ensure orderly
conduct and compliance to the
rules.
• Both sides are the responsibility
of the supervisor.
• Discipline is essential to
supervisory success.
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Steps in the Discipline Process.
• Establish and communicate
ground rules for performance
and conduct.
• Evaluate employee
performance and conduct.
• Reinforce employees for
appropriate performance and
conduct, work with them to
improve when nessicary.
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Essentials to Successful Discipline
• A set of rules that everyone
knows and understands.
• A clear statement of the
consequences of failing to
observe the rules.
• Prompt, consistent, impersonal
enforcement of the rules.
• Appropriate recognition and
reinforcement of employees’
positive actions.
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Negative Approaches to Discipline
• Negative discipline: Maintaining
discipline through fear and
punishment, with progressively
severe penalties for rule violations.
• Negative discipline has never been
successful at turning chronic rule
breakers into cooperative
employees.
• Fear-and-Punishment are demotivators.
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Negative Discipline - 4 Stage Model
• Oral warning
• Written Warning
• Punishment
(suspension)
• Termination
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Positive Discipline
• Positive Discipline: Punishment
free - replaces penalties with
reminders and features a decision
making leave with pay.
• When rules are broken you inform
and correct.
• Theory Y view of people.
• Positive discipline works!!
• Shifting from negative to positive
discipline is easier said then done.
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Positive Discipline:
3 Stage Formula for Chronic Rule Breakers
• Oral Reminder
• Written Reminder
• Termination,
Compliance, or
Resignation
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Advantages
• Keeps discipline problems from
developing.
• Improves relations between boss and
workers.
• Fosters early and consistent rule
enforcement.
• Lower costs: less turnover, fewer
problems, better work, no chronic
discipline problems.
• Avoids grievances in union settings.
• Turns some offenders around.
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Administering Discipline
• Uniform discipline system:
prescribes the specific action
for each rule violation.
• You must be able to adapt
your own leadership style to:
your workers, their needs,
their actions, and the
circumstances.
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Mistakes to Avoid
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Starting off easy
Neglecting to take action
Acting in anger
Threatening action and not carrying
it out
Criticizing in front of others
Exceeding authority
Shifting responsibility for discipline
Unexpectedly enforcing commonly
violated rules
Criticizing person instead of
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behavior
Essential Steps
• Step 1: Collect all the facts.
• Step 2: Discuss the incident with
the employee.
• Step 3: Decide on appropriate
action (if any).
• Step 4: Take the appropriate actions
and develop an improvement plan
with the employee.
• Step 5: Make sure everything is
documented.
• Step 6: Follow up.
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Termination: Salvage or Terminate?
• The Dehire: (Not
recommended) Trying to make
the employee want to resign.
• Destructive way of handling a
person.
• Legally it opens various
discrimination lawsuits.
• From the productivity point of
view and your own frustration
level, it would be better to
simply terminate.
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Factors to be Considered
• Length of service
• Past record
• Need for worker’s skills,
worker’s need for job
• Possibility of trouble
making over firing
• Effect of firing on others
• Cost of keeping vs. Cost of
terminating
• Your authority
• Salvage options
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Just Cause Terminations
• Employee is terminated because
the offense affected specific
work he did or the operation as a
whole in detrimental ways.
• Some questions to ask: Did the
employee know the rule? Were
expectations reasonable? Did
management make a reasonable
effort to help?
• For more see questions to ask
when considering a just cause
termination.
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The Termination Interview Checklist
• Select a good time and place to
conduct the interview
• Determine who will be present
• Develop your opening statement
• Determine how best to respond to
possible reactions
• Determine final pay
• Develop a list of clearance
procedures to be performed at the
end of the interview
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Steps for the Termination Interview
• Avoid small talk. Tell the
employee that they are being
dismissed and why in a firm calm
manner.
• Listen to and accept responses of
the employee.
• Say something positive to them.
• Move on to discuss final pay,
benefits, etc.
• Explain clearance procedures.
• End the interview by standing up
and moving towards the door.
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Special Disciplinary Concerns
• 3 Types of sexual harassment:
– Quid pro quo: Submission to or
rejection of a sexual favor used as
the basis for employment decisions
regarding the employee.
– Environmental: Comments,
innuendoes, or physical contact of
sexual nature is a violations when it
interferes with work performance
or creates a intimidating, offensive,
or hostile environment.
– 3rd party: Involves a customer,
client, or employee.
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Supervisory Responsibilities
Surrounding Sexual Harassment
• Recognizing, confronting, and
preventing.
• Being familiar with sexual
harassment policy.
• Educating employees.
• Investigating.
• Taking action when
appropriate.
• Following up.
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Other Forms of Harassment
• All forms of harassment
based on national origin,
race, color, religion,
gender, disability, or age
are illegal.
• Harassment is defined s
intimidating, hostile, or
offensive behavior towards
someone or the creation of
an environment based on
these factors.
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Substance Abuse
• 1 in 5 Americans have a drug or
alcohol problem.
• Employees with these problems
tend to be late, take more days off,
are involved in more accidents,
may be involved in violence or
robberies, and are more likely to
file for workmen's compensation.
• The Drug Free Workplace Act of
1988 requires most federal
contractors to provide a drug free
workplace.
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Supervisors Responsibilities for Dealing with
Substance Abuse
• Any action should be based on observable job
related factors.
• Know your facilities policy on substance abuse.
• Identify and constructively confront employees
who are substance abusers to get help.
• Don’t try to diagnose or give advice.
• Employee assistance programs provide
counseling and referral service to employees with
substance abuse and family problems.
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The Supervisors Key Role
• Effective supervisors establish
framework of orderly discipline
and act promptly to correct
mistakes and solve problems.
• Fear- and- punishment
supervisors create resentment,
anger, and chronic discipline
problems.
• The supervisor creates the
prevailing condition of
supervision.
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