Discipline Management PDF

Discipline Definitions of Discipline – Treatment that punishes. – Orderly behaviour in an organizational setting. – Training that molds and strengthens desirable conduct or corrects undesirable conduct and develops self- control. – A form of training that enforces 6/8/2...

Discipline Definitions of Discipline – Treatment that punishes. – Orderly behaviour in an organizational setting. – Training that molds and strengthens desirable conduct or corrects undesirable conduct and develops self- control. – A form of training that enforces 6/8/2014 organizational rules.  Employee Discipline Effective Discipline: – Focuses on problem behaviors, not at the employees personally. – Supports procedural justice in the organizations – Relies on supervisors and manager who are properly trained on when and how to use discipline. 6/8/2014  Organizational culture of avoiding discipline Lack of support Fear of by higher lawsuits Reasons Why management Managers Might Not Use Discipline Avoidance of Guilt about time loss past behavior Fear of loss of friendship 6/8/2014  Approaches to Discipline Positive Discipline Progressive Discipline 1. Counseling 1. Verbal Caution 2. Written Documentation 2. Written Reprimand 3. Final Warning (decision 3. Suspension day-off) 4. Discharge 4. Discharge 6/8/2014  Positive Discipline – Employees plays active role in changing own behavior – Emphasis on change, not punishment – Management intervenes as more of a counselor Focus on learning from past mistakes – Requires training management and is time consuming – Can have positive effects on bottom line 6/8/2014  Employee Misconduct Dishonesty Damaging Fighting/ Property Violence Gambling Off-duty Smoking misconduct Most Common Examples Dress / Sleeping or Grooming & loafing Discourtesy on the job Horseplay 6/8/2014  Categories of Employee Misconduct 6/8/2014  A Disciplinary Model Organization Organization Violation Violationof of Investigation Investigation Definition Definitionofof discipline discipline organizational organizational of ofemployee employee discipline discipline policy policy rules rules offence offence Disciplinary Disciplinary Progressive Progressive Due Dueprocess process Just Justcause cause interview interview discipline discipline Discharge Discharge 6/8/2014  Disciplinary Actions Action taken against an employee who has violated an organizational rule or whose performance has deteriorated to the point where corrective action is needed Ultimate form of discipline is discharge – Sometimes called organizational capital punishment – Discharge to be used In case of repeated offenses When act committed is such that discharge is believed to be the only reasonable alternative 6/8/2014  Disciplinary Actions Generally disciplinary actions are taken against employees for two types of conduct: – Poor job performance or conduct that negatively affects an employee’s job performance ₋ Absenteeism ₋ Insubordination ₋ Negligence ₋ Actions that indicate poor citizenship – Fighting on the job – Theft of company property 6/8/2014  Reasons for Discipline or Discharge of Employees 6/8/2014  Administering Discipline Step 1: Establishment of performance requirements and work rules Performance requirements – Established through performance appraisal process Work rules – Should be relevant to successful performance of job – Implementation partially depends on employee’s willingness to accept them – preview of their applicability is essential – Often desirable to request employee input either directly or indirectly when establishing work rules – More easily enforced when employees perceive them as being fair and relevant to 6/8/2014 job  Administering Discipline Step 2: Communicate performance requirements and work rules to employees Handled through orientation and performance appraisal Can be communicated in a variety of ways – Manuals – Describes work rules and policies of organization – Orientation – Explanation of these work rules and policies by human resource department or new employee’s supervisor – Employees may be required to sign a document indicating they have received and read manual – Labor contract – Contain work rules and corresponding disciplinary actions for infractions in unionized organizations – Bulletin boards, company newsletters, and memos are also 6/8/2014 commonly used to communicate work rules  Administering Discipline Step 3: Application of corrective action (discipline) when necessary Needed when – An employee’s work performance is below expectations – When violations of work rules have occurred 6/8/2014  Prediscipline Recommendations Before an employee is disciplined, management can take several steps to ensure action – Be constructive – To be fair Factors causing disciplinary actions to be rescinded/unfair include – Undue rush in taking disciplinary action – Taking the action when the manager is angry – Improper and incomplete investigations Adequate records are of utmost importance Investigation – Accusations must be supported by facts – Employee’s work record should be considered part of investigation Investigation must take place before any discipline is administered – 6/8/2014 Management should first discuss situation with employee  Prediscipline Recommendations Management must deal with – Employee and the problem – Do so in presence of a union representative, who normally acts in the role of an employee advocate Union should be kept informed on matters of discipline – Sometimes unions are given advance notice of intention to discipline – Copies of warnings are sometimes sent to union 6/8/2014 Progressive Discipline Procedure 6/8/2014 Good discipline (or a rule) is like a hot stove in that  It provides a warning (feels hot)  It is consistent (burns every time)  It is immediate (burns now)  It is impersonal (burns all alike) 6/8/2014  Guidelines for Administering Discipline Immediacy – Refers to length of time between misconduct and discipline advance warning – For discipline to be most effective, it must be taken as soon as possible but without involving an emotional, irrational decision Advance warning – Not sufficient to support disciplinary action – Employee must be advised to be considered as a warning – Noting that employee was warned about infraction and having employee sign a form acknowledging warning are good practices – Failure to warn an employee of consequences of repeated violations of a rule is one reason often cited for overturning a disciplinary action 6/8/2014 Guidelines for Administering Discipline Consistency – Inconsistency lowers morale, diminishes respect for management, and leads to grievances – Employee should believe that any employee under essentially same circumstances would receive same penalty – Management should take steps to ensure that personalities are not a factor when applying discipline – Employee should understand that disciplinary action is a consequence of what was done and not caused by his or her personality – Manager should avoid arguing with employee and should administer discipline in a straightforward, calm manner – Administer discipline without anger or apology – Resuming pleasant relationship 6/8/2014  Guidelines for Administering Discipline Manager should administer discipline in private; exceptions include – Gross insubordination – deliberate and serious rule violations – Public reprimand would help manager regain control of situation Disciplinary suspensions and discharges usually reserved for higher levels of management – Discretion to be used while recommending these actions to higher management Discipline of this nature is – More likely to be reviewed – More costly to the organization – More likely to be reflected in overall morale and productivity Immediacy, advance warning, and consistency are essential 6/8/2014 Guidelines for Administering Discipline Management is expected to use corrective, or progressive, discipline whenever possible – Normal sequence Oral warning Written warning Suspension Discharge Discharge – Stealing, striking a coworker or member of management, and gross insubordination justify a discharge – Management, through prevalence of evidence, must show that offense was committed – Points covered regarding prediscipline 6/8/2014 recommendations is important for support of  Guidelines for Administering Discipline Suspension and discharge – Employee has right to a careful and impartial investigation – Involves allowing employee to State his or her side of the case Gather evidence to support that side Question accuser – In the case of very serious offenses, the employee may be suspended pending a full investigation 6/8/2014  Considerations in Disciplining or Discharging Employees 6/8/2014  Just Cause Recognize right of management to discipline or discharge employees for just cause. Just cause results when severity of punishment coincides with seriousness of wrongdoing General guidelines frequently used for determining just cause as it relates to severity of punishment include – Past performance of employee – Previous disciplinary actions taken against other employees in similar situations 6/8/2014  Just Cause Standard of Discipline Notification Reasonable rule Investigation before the discipline Fair investigation Proof of guilt Absence of discrimination Reasonable penalty The right to appeal 6/8/2014  Due Process Right of an employee to be dealt with fairly and justly during investigation of an alleged offense and administration of any subsequent disciplinary action Typically guarantees that – Employee will receive notification and explanation of allegations – Impartial investigation will be held prior to imposition of discipline – Employee can present his or her version of incident 6/8/2014  Due Process Breach of due process can result in – Either a modification – Complete reversal of a disciplinary action Failure to follow such provisions may constitute a breach To ensure the due process – All contract terms should be followed – Adequate warning should be given prior to discipline – Explicit statements should be made to employee about possible disciplinary action. – Full and fair investigation should be conducted immediately after offense 6/8/2014  Duty of Fair Representation Statutory duty of a union to fairly represent all employees in the unit – Rationale is that union is exclusive representative of all employees in bargaining unit 6/8/2014  Preventing the Need for Discipline with HRM Can minimize the need for discipline if proactive in: Recruitment and Selection Training and Development Human Resource Planning Performance Appraisal Compensation 6/8/2014