Employee Discipline Quiz

Discipline Definitions

• Treatment that punishes
• Orderly behavior in an organizational setting
• Training that molds and strengthens desirable conduct, corrects undesirable conduct, and develops self-control
• A form of training that enforces organizational rules

Employee Discipline - Effective Discipline

• Focuses on problem behaviors, not the employees personally
• Supports procedural justice in the organization
• Relies on supervisors and managers who are properly trained on when and how to use discipline

Reasons Managers Might Not Use Discipline

• Fear of lawsuits
• Avoidance of time loss
• Organizational culture of avoiding discipline
• Lack of support by higher management
• Fear of loss of friendship
• Guilt about past behavior

Approaches to Discipline

• Positive Discipline:
  • Counseling
  • Written Documentation
  • Final warning (decision day-off)
  • Discharge
• Progressive Discipline:
  • Verbal Caution
  • Written Reprimand
  • Suspension
  • Discharge

Positive Discipline

• Employees play an active role in changing behavior
• Emphasizes change, not punishment
• Management intervenes as a counselor
• Focuses on learning from past mistakes
• Requires training for management; time-consuming
• Can have positive effects on bottom line

Employee Misconduct

• Dishonesty
• Damaging property
• Fighting/violence
• Gambling
• Off-duty misconduct
• Smoking
• Dress/grooming & discourtesy
• Horseplay
• Sleeping or loafing on the job

Categories of Employee Misconduct

• Minor Violations: Absenteeism, Dress code violation, Smoking rule violation, Incompetence, Safety rule violation, Sleeping on the job, Horseplay, Tardiness
• Serious Violations: Drug use at work, Theft, Dishonesty, Physical assault upon a supervisor, Sabotage of company operations

A Disciplinary Model

• Organization discipline policy
• Definition of discipline
• Violation of organizational rules
• Investigation of employee offense
• Disciplinary interview
• Progressive discipline
• Due process
• Just cause
• Discharge

Disciplinary Actions

• Action taken against an employee who violates an organizational rule or whose performance has deteriorated
• Ultimate corrective action is discharge (organizational capital punishment)
• Used in cases of repeated offenses, when discharge is deemed the only reasonable alternative

Disciplinary Actions (Two Types of Conduct)

• Poor job performance or conduct negatively impacting job performance (e.g., absenteeism, insubordination, negligence)
• Actions indicating poor citizenship (e.g., fighting on the job, theft of company property)

Reasons for Discipline or Discharge of Employees

• Lists various reasons for discipline or termination (e.g., absenteeism, tardiness, loafing, theft, disloyalty to employer, negligence, damage to machinery, refusal to accept job assignments, participation in prohibited strikes, misconduct, possession or use of drugs or intoxicants, obscene or immoral conduct, abusing customers etc.)

Administering Discipline - Step 1

• Establish performance requirements and work rules
• Performance requirements established through performance appraisal

Administering Discipline - Step 2

• Communicate performance requirements and work rules to employees through orientation, performance appraisal,
• Handled through communication in various ways (manuals, orientation)
• Labor contracts for work rules
• Bulletin boards, newsletters, memos used for communication

Administering Discipline - Step 3

• Applications of corrective action (discipline) when needed
• Needed when employee's work performance is below expectations or work rules violated

Prediscipline Recommendations

• Management must take proactive steps before disciplining an employee
• Be constructive and fair during the process.
• Factors leading to disciplinary action being rescinded (such as rush, anger, inadequate investigations, lack of supporting facts).
• Investigations are crucial for supporting accusations with facts, employee's record consideration.
• Employees should be engaged in addressing issues before disciplinary action.

Prediscipline Recommendations (Management Dealing with Employee and Problem)

• Management must address the situation in presence of a union representative (employee advocate), informed.
• Advance notice of intent to discipline might be given to unions.

Progressive Discipline Procedure

• First Offense: Verbal Caution
• Second Offense: Written reprimand
• Third Offense: Suspension
• Fourth Offense: Discharge

Good Discipline (Rule) is Like a Hot Stove

• Provides a warning (feels hot)
• Consistent (burns every time)
• Immediate (burns now)
• Impersonal (burns all alike)

Guidelines for Administering Discipline - Immediacy

• Discipline should be immediate (but not emotionally-driven)
• Notifying the employee with warning for the infraction

Guidelines for Administering Discipline - Advance Warning

• Warning is insufficient if it's not relevant to support action, employee advised as warning
• Employee awareness of infraction, signing the form
• Failure to warn employee of consequence for repeating violations leads to disciplinary action reversion.

Guidelines for Administering Discipline - Consistency

• Inconsistency can lower morale, respect for management, lead to grievances
• The penalty should apply to all employees in similar situations.
• Avoid arguing, use a straightforward, calm manner; administer without anger, resume pleasant relationship with employee

Guidelines for Administering Discipline (Manager should administer discipline)

• Discipline should be administered privately (gross insubordination, deliberate & serious violations).
• Public reprimands can regain manager control of situation.
• Disciplinary suspensions and discharges reserved for senior management.

Guidelines for Administering Discipline - Management Responsibilities

• Use corrective/progressive discipline whenever possible through oral warning, written warning, suspension, and discharge.
• Stealing, striking coworker, gross insubordination justify discharge.
• Management must prove offense with sufficient evidence.

Guidelines for Administering Discipline (Suspension and Discharge)

• Employee rights to fair and impartial investigation
• Employee to be given opportunity to state side of case, gather evidence, question accusers
• Suspensions for serious offenses are justified with full investigation if pending

Considerations in Disciplining or Discharging Employees

• Avoid hasty decisions; Document all actions and evidence; Investigate alleged offense notifying employee of offense.
• Obtain employee's version of events and witness testimony (get signed statements when necessary).
• If suspension required, tell employee for return details
• Interview witnesses (get signed statements). Decide whether employee committed offense. Review personnel record (length of service, past performance, past disciplinary record); Consider nature of offense. Review past disciplinary actions for similar situations; Check for other causes (broken machinery); Advise employee about discipline.
• Mention existing rules or disciplinary policies relevant for the case

Just Cause

• Management's right to discipline for just cause.
• Severity of punishment should match seriousness of wrongdoing.
• Past performance and similar disciplinary actions against other employees can be useful for just cause determination

Just Cause Standard of Discipline

• Notification
• Reasonable rules
• Investigation before discipline
• Proof of guilt
• Absence of discrimination
• Reasonable penalty
• Right to appeal

Due Process

• Right of an employee to fair and just treatment during investigation of an alleged offense
• Notification and explanation of allegations
• Impartial investigation before discipline
• Employee presents their version

Due Process (Breach, Contract Provisions & Explanation)

• Breach of Due Process can lead to modification/reversal or disciplinary action.
• Contract terms should be followed, giving employee sufficient warning prior to discipline.
• Explicit statement of potential disciplinary action and full investigation immediately following offense.

Duty of Fair Representation

• Union's legal duty to fairly represent all employees within the bargaining unit.

Preventing the Need for Discipline with HRM

• Proactive measures in recruitment, selection, training, development, human resource planning, performance appraisal, compensation can reduce need for discipline.

Test your knowledge on employee discipline concepts, including definitions, effective methods, and approaches to discipline such as positive and progressive discipline. Learn about the factors that affect disciplinary actions in the workplace. This quiz aims to enhance your understanding of maintaining organizational order and behavior management.