mc connell pp_ch18

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© 2010 Jones and Bartlett Publishers, LL C Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell

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Page 1: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

Page 2: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Chapter 18

Disciplining: Correction of Disciplining: Correction of

BehaviorBehavior

Page 3: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Discipline

The essential purpose of most

disciplinary action is correction of

behavior.

Page 4: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Counseling vs. Disciplining

Disciplining and counseling are

closely interrelated. Counseling is

often an informal first step prior to

the actual disciplinary process.

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© 2010 Jones and Bartlett Publishers, LLC

Class I: Minor Infractions

First offense—Oral warning

Second offense—Written warning

Third offense—1-day suspension

Fourth offense—3-day suspension

Examples: Absenteeism, tardiness

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© 2010 Jones and Bartlett Publishers, LLC

Class II: More Serious Infractions

First offense—Written warning

Second offense—3-day suspension

Third offense—Discharge

Examples: Unexcused absence,

smoking violation

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© 2010 Jones and Bartlett Publishers, LLC

Class III: Still More Serious Infractions

First offense—Written warning

Second offense—Discharge

Examples: Insubordination,

Falsification of records, Sexual

harassment

Page 8: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Class IV: Most Serious Infractions

First offense—Discharge

Examples: Fighting; Theft; Absence

without notice for 3 consecutive

days (“3 days no-call, no-show”)

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© 2010 Jones and Bartlett Publishers, LLC

Reward-to-Risk Ratio

Some employees break rules because

they feel they can get away with it.

However, if enforcement is consistent

and conscientious, the “risk”

becomes greater than the “reward”

and behavior modifies accordingly.

Page 10: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Progressive Discipline

1. Oral warning or oral

reprimand

2. Written warning or

written reprimand

3. Suspension or probation

4. Discharge

Page 11: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Oral Warning

The initial step in the formal

progressive disciplinary process.

Although “oral,” the supervisor

must retain a (possibly temporary)

record of the discussion.

Page 12: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Written Warning

More serious; sometimes leads to

discharge for certain infractions.

The written warning becomes a

long-lasting and sometimes

permanent record.

Page 13: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Written Warning

Although the text provides the

recommend contents of a written

warning report, you will usually find

that most of today’s employers

have a specific printed form for this

purpose.

Page 14: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Suspension or Probation

Suspension or probation may be an

interim step in the disciplinary process,

depending entirely on the infraction,

the individual’s record, and other

circumstances.

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© 2010 Jones and Bartlett Publishers, LLC

Discharge

This is of course the most severe action

available. About discharge, it can be

said that it only “corrects behavior”

in that it removes the source of the

offending behavior and thus prevents

repetition by that individual.

Page 16: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Legal Challenges

Legal challenge to discharge may come as: A denial of the offending behavior A charge of inconsistent application A claim that full due process was

bypassed A charge that the action was

discriminatory A claim for unemployment benefits the

person is not entitled to

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© 2010 Jones and Bartlett Publishers, LLC

Less Formal Disciplinary Measures

withholding or delaying pay increases,

denying promotions,

reducing performance ratings to reflect

declining performance,

placing the employee on probation,

demoting or transferring the employee,

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© 2010 Jones and Bartlett Publishers, LLC

Less Formal Disciplinary Measures

denying requests for educational support

or time off,

withdrawing special privileges or authority,

providing unpleasant assignments,

canceling special projects, and

removing an individual from teams,

committees, or other work groups.

Page 19: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Non-punitive Discipline

An approach that places more

responsibility on the employee and

places the future in the employee’s

hands.

Not at all widely used; more theory than

practice.

Is often seen as “rewarding” errant

behavior.

Page 20: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Sound Disciplinary Practices

Make certain all employees know the rules.

Do not let misconduct or misbehavior

become habitual.

Do not act before acquiring facts, and never

proceed on secondhand information.

Always reprimand in private.

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© 2010 Jones and Bartlett Publishers, LLC

Sound Disciplinary Practice

Do not play “Do as I say, not as I do.”

Rather, serve as a role model for behavior.

Use punishment only as a last resort.

Use either progressive according to the

policies of the organization.

At all times remain aware of your goal in

delivering disciplinary action.

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© 2010 Jones and Bartlett Publishers, LLC

For the Supervisor

You should know:

exactly what the unacceptable behavior

is and what rule has been violated,

any mitigating circumstances,

the scope of your authority, and

how similar offenses have been handled

in the past.

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© 2010 Jones and Bartlett Publishers, LLC

For the Supervisor (more)

You should assume that:

employees want to do good work,

employees perceive some benefit from

their unacceptable behavior,

you or others may be partly to blame, and

you ordinarily have multiple corrective

options available.

Page 24: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

For the Supervisor (more)

You must act: quickly once you have the facts, appropriately, consistently and fairly, by using punishment only as a last

resort, by selecting appropriate penalties, by documenting, getting the terminated employee off

premises

Page 25: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

As a Supervisor, Do Not:

let bad habits develop,

act before all the facts are available,

be apologetic,

use imprecise terminology,

hide behind “management,” or

trap yourself into a series of oral warnings for

the same problem with the same employee.

Page 26: Mc connell pp_ch18

© 2010 Jones and Bartlett Publishers, LLC

Getting Rid of Deadwood

Be careful ---

If a poorly-behaving employee has

gotten away with this behavior in the

past, to avoid problems you should put

the employee on notice of the need to

improve, and begin counseling and

disciplining from scratch.