mc connell pp_ch18
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© 2010 Jones and Bartlett Publishers, LLC
Umiker's Management Skills for the New Health
Care Supervisor, Fifth Edition
Charles McConnell
© 2010 Jones and Bartlett Publishers, LLC
Chapter 18
Disciplining: Correction of Disciplining: Correction of
BehaviorBehavior
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Discipline
The essential purpose of most
disciplinary action is correction of
behavior.
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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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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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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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Class III: Still More Serious Infractions
First offense—Written warning
Second offense—Discharge
Examples: Insubordination,
Falsification of records, Sexual
harassment
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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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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.
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Progressive Discipline
1. Oral warning or oral
reprimand
2. Written warning or
written reprimand
3. Suspension or probation
4. Discharge
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Oral Warning
The initial step in the formal
progressive disciplinary process.
Although “oral,” the supervisor
must retain a (possibly temporary)
record of the discussion.
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Written Warning
More serious; sometimes leads to
discharge for certain infractions.
The written warning becomes a
long-lasting and sometimes
permanent record.
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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.
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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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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.
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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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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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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.
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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.
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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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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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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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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.
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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
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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.
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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.