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Presentation on theme: "MANAGING EMPLOYEE DISCIPLINE"— Presentation transcript:


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

3 Employee 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.

4 DISCIPLINE 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

5 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

6 Disciplining Process Diagnose both internal and external factors in discipline situation Prescribe and implement appropriate remedial actions Evaluate the effectiveness of their decisions

7 Categories 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

8 Causes of undesired Behavior
Problems of intelligence and job related knowledge Emotional problems Motivational problems Physical problems Family problems

9 Causes 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

10 Types of difficulties Ineffective employees
Alcoholic and substance abusing employees Theft, fraud, illegal act participants Rule violators

11 Warning 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

12 Warning 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

13 Warning 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

14 contd Preoccupation with weapons Substance abuse
Obsession with particular person

15 Elements of a disciplinary system
Establish rules and goals Communicate rules and goals Assess behaviour Establish rules and behaviours Modify undesirable behaviors

16 Rules for Behavior Time Start and late time Quitting time
Maximum break and lunches time Prohibited Behaviour No sleeping on the job No drinking No drug Limited non-employer activities

17 Rules for Behavior Insubordination
Penalties for refusal to obey supervisors Rules against slow downs and sit downs Safety No smoking Safety regulations Sanitation requirements No fighting No dangerous weapons

18 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.

19 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.

20 Progressive Discipline
The application of increasing severe penalties for repeated identical offenses depending on the statute of limitations for offenses. Emphasizes the seriousness of repeated rule infractions. Furnishes additional chances for the employee to adopt the correct behavior before discharge. Disciplinary Steps Oral warning > Written warning > Suspension > Discharge

21 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.

22 Legitimate Purposes of Discipline
Discipline improves efficiency by: Setting an example of appropriate behavior. Transmitting the rules of the organization. Promoting efficient production. Maintaining respect for the supervisor. Correcting employee behavior.


24 Reasonable rule or order Investigation Fair investigation Proof
Due notice Reasonable rule or order Investigation Fair investigation Proof Equal treatment Penalty If all tests at left are answered “Yes”, then make two additional considerations for: Due process violations Mitigating circumstances

25 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.

26 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

27 Employee Rights Right to Privacy Right to Fair Treatment
Rights in Business Closings and Workplace Restructuring


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