2Learning ObjectivesDiscuss the basis and importance of positive discipline in an organization.2. Identify disciplinary situations that violate standards of conduct, and discuss the need to confront those situations appropriately.3. Discuss the disciplinary process and approaches that ensure disciplinary action for just cause.
3Learning ObjectivesDefine and discuss the application of progressive discipline.Explain the “hot-stove rule” approach for disciplinary actions.Discuss the need to document disciplinary actions and to provide the right of appeal.Explain the “discipline-without-punishment” approach as an alternative to progressive discipline.
4Positive DisciplineDiscipline—state of orderliness; degree to which employees act according to expected standards of behaviour.Positive discipline—condition that exists when employees generally follow the rules and meet standards.Positive self-discipline—condition that exists when employees regulate their own behaviour out of self-interest and a desire to meet standards.
5Supervisory ExamplePositive employee discipline requires supervisory example. Employees will take most of their cues from their supervisors.A supervisor’s actions are easy targets for the employees to either emulate or reject.
6Ethical Codes and Policies Corporate code of ethicsPolicy manualEthics-reporting systemsConflict-of-interest statementsEmployee handbookRules of conduct
7Rules of ConductFormal statements or lists of rules or codes of conductProvide a common basis and standards that help encourage employee self-discipline
8Confronting Disciplinary Situations Infractions or rules regarding time schedules, procedures, safety, etc.Excessive absenteeism or tardinessDefective or inadequate work performancePoor attitudesInsubordination
9Just Cause Standard for disciplinary action requiring: Tests of fairness and due processA penalty commensuratewith the infraction
10Tests for Just Cause Did the company give forewarning? Was the company’s rule reasonably related to (a) the orderly, efficient, and safe operation of the business and (b) the performance the company might properly expect?Did the company try to discover whether the employee did in fact violate a rule?Was the investigation fair and objective?
11Tests for Just Cause 5. Was substantial evidence provided of guilt? 6. Has the company applied rules and penalties evenhandedly without discrimination?7. Was the degree of discipline administered reasonably related to the seriousness of the offense and the employee’s service record?
12Precautionary Measures Investigate the situationMaintain self-controlDiscipline privatelySpecify time limits on discipline
13Questions To Ask During A Disciplinary Investigation Are facts available and reported accurately?How serious is the offence and were others involved or affected? Were company funds used?Did the employee know the rules, or have a reasonable excuse?What is the employee’s past disciplinary record, as well as other work-related characteristics?Should the same type of disciplinary means be applied in this situation?Is relevant documentation available to support review?
14Progressive Discipline System of disciplinary action that increases the severity of the penalty with each offence
15Progressive Discipline Informal talkOral warningWritten warningDisciplinary layoff (suspension)Transfer or demotionDischarge
16Hot-Stove RuleDiscipline, like touching a hot stove, contains these four elements:Advance warningImmediacyConsistencyImpersonality
17Hot-Stove RuleAdvance warning—employees must know expectations in advanceImmediacy—supervisors must take prompt disciplinary actionConsistency—appropriate action is taken with every infractionImpersonality—all employees are penalized or treated the same
18Documentation and Appeal Documentation—a record of the offense and the decision, including the reasoning involvedRight to appeal—procedures by which an employee can request review of a disciplinary action
19Discipline without Punishment Stresses extensive coaching, counselling, and problem solving to avoid confrontationDecision-making leave—employees are sent home for a time with pay to consider whether they will commit to meeting performance standards