managing employee discipline. management action to encourage compliance with the organizations...

MANAGING EMPLOYEE MANAGING EMPLOYEE DISCIPLINEDISCIPLINE

Management action to encourage compliance with the organization’s standards.

Employee DisciplineEmployee Discipline

Objectives

• Identify those behaviors which can result in disciplinary action.

• Discuss the steps in applying positive discipline.

• Apply the “hot stove” approach to disciplinary action.

• Perform a successful disciplinary interview.

DISCIPLINEDISCIPLINE

• Time consuming and worrisome aspects of HRM

• Dealing fairly with the difficult or misbehaving person

• Employees attitude toward work is crucial factor for productivity and performance

Who does it?Who does it?

• Generally the manager (supervisor) is the person in disciplining

• HR manager serves as a second step in investigation or appeal of a disciplinary case

• When the union is involved HR manager advice the operating manager

Disciplining ProcessDisciplining Process

• Diagnose both internal and external factors in discipline situation

• Prescribe and implement appropriate remedial actions

• Evaluate the effectiveness of their decisions

Categories of Difficult EmployeesCategories of Difficult Employees

• Unsatisfactory quality/quantity of work due to lack of abilities, training or motivation

• Personal problems off the job affect productivity on the job (alcoholism, drug, family relationship)

• Consistently break company rules and do not respond to supervisory reactions

Causes of undesired BehaviorCauses of undesired Behavior

• Problems of intelligence and job related knowledge

• Emotional problems

• Motivational problems

• Physical problems

• Family problems

Causes contdCauses contd

• Problems caused by work groups

• Problems originating in company policies

• Problems stemming from society and its values

• Problems from the work context and the work itself

Types of difficultiesTypes of difficulties

• Ineffective employees

• Alcoholic and substance abusing employees

• Theft, fraud, illegal act participants

• Rule violators

Warning sign of violenceWarning sign of violence

• Difficulty accepting authority/criticism• Hold grudges against supervisors• Sabotage company property/equipment• Exercise desire to harass coworkers or

management• Sexual harassment• Unwanted romantic interest• Verbal/physical intimidation

Warning sign of violenceWarning sign of violence

• Progressive misconduct

• Argumentative /uncooperative

• Interpersonal conflict history

• Fired or laid off (even perceived)

• Dysfunctional family

• Decreased social support/connections

• Extremist opinions/attitudes

Warning sign of violenceWarning sign of violence

• Intrigued by previous workplace violence incidents

• Didn't receive needed help in the past

• Exhibits depression/paranoid behavior

• Short tempered

• Sense of entitlement

• Emotionally injured

contdcontd

• Preoccupation with weapons

• Substance abuse

• Obsession with particular person

Elements of a disciplinary Elements of a disciplinary systemsystem

• Establish rules and goals

• Communicate rules and goals

• Assess behaviour

• Establish rules and behaviours

• Modify undesirable behaviors

Rules for BehaviorRules for Behavior

• Time– Start and late time– Quitting time– Maximum break and lunches timeProhibited Behaviour- No sleeping on the job- No drinking- No drug- Limited non-employer activities

Rules for BehaviorRules for Behavior

• Insubordination– Penalties for refusal to obey supervisors– Rules against slow downs and sit downsSafety- No smoking- Safety regulations- Sanitation requirements- No fighting- No dangerous weapons

Hot Stove” discipline- an immediate, consistent, and impersonal response to a behavior with a warning.

Progressive discipline- step-by-step program designed to correct performance problems, not merely compliance problems.

Oral reprimands- verbal interaction between the employee and supervisor when they discuss the problem behaviors and the expectations to change the behaviors.

Written reprimands- documentation between employee and supervisor if the behavior continues or if an employee commits a serious offense.

Progressive DisciplineProgressive DisciplineThe application of increasing severe The application of increasing severe penalties for repeated identical offenses penalties for repeated identical offenses depending on the statute of limitations for depending on the statute of limitations for offenses.offenses.

Emphasizes the seriousness of repeated Emphasizes the seriousness of repeated rule infractions.rule infractions.Furnishes additional chances for the Furnishes additional chances for the employee to adopt the correct behavior employee to adopt the correct behavior before discharge.before discharge.

Disciplinary StepsDisciplinary StepsOral warning > Written warning > Oral warning > Written warning > Suspension > DischargeSuspension > Discharge

• Employment-at-Will Defined– Either party in the work relationship can

sever the relationship at any time for any or no reason.

• Employment-at-Will Exceptions– Public policy

• Wrongfully discharging an employee for exercising a right under the law, or for refusing to violate a federal, state or local law at the direction of the employer.

– Implied contract• Wrongfully discharging an employee after

entering into oral contract that implies job security or other treatment.

Legitimate Purposes of Legitimate Purposes of DisciplineDiscipline

Maintaining respect for the supervisor.Maintaining respect for the supervisor.

Transmitting the rules of the organization.Transmitting the rules of the organization.

Discipline improves efficiency by:Discipline improves efficiency by:

Setting an example of appropriate behavior.Setting an example of appropriate behavior.

Promoting efficient production.Promoting efficient production.

Correcting employee behavior.Correcting employee behavior.

1. Due notice

2. Reasonable rule or order

3. Investigation

4. Fair investigation

5. Proof

6. Equal treatment

7. Penalty

• If all tests at left are answered “Yes”, then make two additional considerations for:

– Due process violations– Mitigating circumstances

Positive Discipline

Focus on the specific problem rather than the employee’s attitude or personality.Gain agreement with the employee that a performance problem exists and that the employee is responsible for changing his or her behaviour.Approach discipline as a problem-solving process.

Positive Discipline

• Document suggested changes or commitments by the employee.

• Follow up to ensure that the employee is living up to his or her commitments and to reduce the likelihood of having to take more severe

Employee Rights

• Right to Privacy

• Right to Fair Treatment

• Rights in Business Closings and Workplace Restructuring