2 Management action to encourage compliance with the organization’s standards.
3 Employee DisciplineObjectivesIdentify 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 personEmployees attitude toward work is crucial factor for productivity and performance
5 Who does it?Generally the manager (supervisor) is the person in discipliningHR manager serves as a second step in investigation or appeal of a disciplinary caseWhen the union is involved HR manager advice the operating manager
6 Disciplining ProcessDiagnose both internal and external factors in discipline situationPrescribe and implement appropriate remedial actionsEvaluate the effectiveness of their decisions
7 Categories of Difficult Employees Unsatisfactory quality/quantity of work due to lack of abilities, training or motivationPersonal 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 knowledgeEmotional problemsMotivational problemsPhysical problemsFamily problems
9 Causes contd Problems caused by work groups Problems originating in company policiesProblems stemming from society and its valuesProblems from the work context and the work itself
10 Types of difficulties Ineffective employees Alcoholic and substance abusing employeesTheft, fraud, illegal act participantsRule violators
11 Warning sign of violence Difficulty accepting authority/criticismHold grudges against supervisorsSabotage company property/equipmentExercise desire to harass coworkers or managementSexual harassmentUnwanted romantic interestVerbal/physical intimidation
12 Warning sign of violence Progressive misconductArgumentative /uncooperativeInterpersonal conflict historyFired or laid off (even perceived)Dysfunctional familyDecreased social support/connectionsExtremist opinions/attitudes
13 Warning sign of violence Intrigued by previous workplace violence incidentsDidn't receive needed help in the pastExhibits depression/paranoid behaviorShort temperedSense of entitlementEmotionally injured
14 contd Preoccupation with weapons Substance abuse Obsession with particular person
15 Elements of a disciplinary system Establish rules and goalsCommunicate rules and goalsAssess behaviourEstablish rules and behavioursModify undesirable behaviors
16 Rules for Behavior Time Start and late time Quitting time Maximum break and lunches timeProhibited BehaviourNo sleeping on the jobNo drinkingNo drugLimited non-employer activities
17 Rules for Behavior Insubordination Penalties for refusal to obey supervisorsRules against slow downs and sit downsSafetyNo smokingSafety regulationsSanitation requirementsNo fightingNo 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 StepsOral 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 ExceptionsPublic policyWrongfully 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 contractWrongfully 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 noticeReasonable rule or orderInvestigationFair investigationProofEqual treatmentPenaltyIf all tests at left are answered “Yes”, then make two additional considerations for:Due process violationsMitigating circumstances
25 Positive DisciplineFocus 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 DisciplineDocument 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