1. Problem Employees: Counseling and Discipline
Chapter 12
Problem Employees: Counseling and Discipline
Starting and building a company is like going into battle—and I always prefer to go into battle with a team that is loyal to one another and to the cause.
—Srivats Sampath, founder of McAfee.com and CEO of Mercora
McGraw-Hill/Irwin
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
Identify common types of problem behavior among employees.
Explain why and when supervisors should counsel employees.
Describe counseling techniques.
Discuss effective ways of administering discipline.
Describe the principles of positive discipline and self-discipline.
See text page: 314

3. Learning Objectives
Explain how supervisors can detect and confront troubled employees.
Specify how supervisors can direct troubled employees in getting help and then follow up on the recovery efforts.
Discuss the role of the supervisor’s manager and the human resources department in helping the supervisor with problem employees.
See text page: 314

4. Problems Requiring Special Attention
Questions to help uncover the true source of a performance problem:
Has the employee performed better in the past?
Has the employee received proper training?
Does the employee know and understand the objectives he or she is to accomplish?
See Learning Objective 1: Identify common types of problem behavior among employees.
See text page: 316

5. Problems Requiring Special Attention
Questions to help uncover the true source of a performance problem:
Is the supervisor providing enough feedback and support?
Has the supervisor encouraged and rewarded high performance?
Are other employees with similar abilities performing well or experiencing similar difficulties?
See Learning Objective 1: Identify common types of problem behavior among employees.
See text page: 316

6. Problems Requiring Special Attention
Absenteeism and tardiness
Insubordination and uncooperativeness
Alcohol and drug abuse
Workplace violence
Theft

7. Absenteeism and Tardiness
A recent survey found that absenteeism cost employers an average of $645 per employee in 2003.
The most common reasons given for taking unscheduled time off are personal illness and family issues.
See Learning Objective 1: Identify common types of problem behavior among employees.
See text page: 316

8. Why Employees Had Unscheduled Absences

9. Absenteeism and Tardiness
To help reduce absenteeism:
Initiate paid time off banks
Create a positive work environment in which morale is strong
See Learning Objective 1: Identify common types of problem behavior among employees.
See text page: 316

10. Insubordination Insubordination
the deliberate refusal to do what a supervisor or other superior asks
12-10

11. Insubordination Insubordination and uncooperativeness Criticizing
Complaining
Showing a dislike for a supervisor and the organization
Poor work habits
See Learning Objective 1: Identify common types of problem behavior among employees.
See text pages:

12. Alcohol and Drug Abuse Alcohol and drug abuse
About 1 out of 10 workers abuse or are dependent on alcohol or drugs.
The ADA treats substance abuse arising from an addiction as a disability.
Actions taken with regard to the employee should focus on work performance, not the substance abuse itself.
See Learning Objective 1: Identify common types of problem behavior among employees.
See text pages:

13. Workplace Violence and Theft
Security managers say that workplace violence is their number one security threat
An estimated 2 million incidents of workplace violence occur each year.
Workers who abuse alcohol or drugs or who have psychological problems may be more likely to engage in violence at work.

14. Workplace Violence
Domestic violence is a contributing factor to workplace violence.
Domestic violence is behind millions of days of absences each year, and millions more in lost productivity
See Learning Objective 1: Identify common types of problem behavior among employees.
See text pages:

15. Theft
The largest cause of missing goods and money for retailers is employee theft, not shoplifting.
“Stealing time” and Internet surfing are also considered theft.
Information theft is a serious and growing problem.
See Learning Objective 1: Identify common types of problem behavior among employees.
See text pages:

16. Average Amount Lost per Employee Theft

17. Counseling Counseling
the process of learning about an individual’s personal problem and helping the employee resolve it.

18. Counseling Benefits of counseling Appropriate times to counsel
Improved job satisfaction and motivation
Appropriate times to counsel
When employees need help in determining how to resolve a problem that is affecting their work
See Learning Objective 2: Explain why and when supervisors should counsel employees.
See text pages:

19. Counseling Techniques
Directive counseling
An approach to counseling in which the supervisor asks the employee questions about the specific problem; when the supervisor understands the problem, he suggests ways to handle it
See Learning Objective 2: Explain why and when supervisors should counsel employees.
See text pages:

20. Counseling Techniques
Nondirective counseling
An approach to counseling in which the supervisor primarily listens, encouraging the employee to look for the source of the problem and propose possible solutions

21. The Counseling Interview
Discussion of the problem
Consideration of possible solutions
Select a solution
Scheduling follow-up meeting

22. Discipline Discipline Punishment
Action taken by the supervisor to prevent employees from breaking rules
Punishment
an unpleasant consequence given in response to undesirable behavior.

23. Employee Rights During the Disciplinary Process
Know job expectations and the consequences of not fulfilling those expectations.
Receive consistent and predictable management action in response to rule violations.
Receive fair discipline based on facts.
Be able to question management’s statement of the facts and to present a defense.
Receive progressive discipline.
Be able to appeal a disciplinary action.
See Learning Objective 4: Discuss effective ways of administering discipline.
See text page: 324

24. The Discipline Process
Observe and understand the facts behind problem behavior.
Meet with the employees involved
See Learning Objective 4: Discuss effective ways of administering discipline.
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25. The Discipline Process
Warning
Suspension
Demotion
Dismissal
A suspension is the requirement that an employee not come to work for a set
period of time, during which the employee is not paid.
A demotion is the transfer of an employee to a job with less responsibility and
usually lower pay
dismissal
Relieving an employee of his or her job
12-25

26. Guidelines for Effective Discipline
Do not wait to act.
Focus on learning about and resolving the issue at hand.
Keep emotions in check.
Make it a private matter.
Be consistent in administering discipline.
Keep a record of disciplinary actions taken and the basis for the discipline.
See Learning Objective 4: Discuss effective ways of administering discipline.
See text page: 328

27. Positive Discipline Positive discipline
Discipline designed to prevent problem behavior from beginning
A supervisor can administer positive discipline by working to create the conditions under which employees are least likely to cause problems
Effective discipline should end problem behavior as well as prevent problems from occurring.
Make sure employees know the rules.
Make sure employees understand the consequences.
Supervisors should create conditions under which employees are least likely to cause problems.
Be aware of and responsive to employees’ needs and ideas.
Punish problem behavior but also reward desirable kinds of behavior.
See Learning Objective 5: Describe the principles of positive discipline and self-discipline.
See text page: 329

28. Detection of the Troubled Employee
If disciplinary action or counseling seem ineffective at resolving the problem, a supervisor may have a troubled employee.
Look for signs of substance abuse but avoid accusations – instead, focus on job performance.
See Learning Objective 6: Explain how supervisors can detect and confront troubled employees.
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29. Confrontation of the Troubled Employee
Document the problem
Confront the employee
Review the employee’s performance, describing the evidence of a problem
Refer the employee for counseling
Explain the consequences of not changing
See Learning Objective 6: Explain how supervisors can detect and confront troubled employees.
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30. Aid in and Evaluation of Recovery
Employee assistance program (EAP)
a company-based program for providing counseling and related help to employees whose personal problems affect their performance

31. Aid in and Evaluation of Recovery
Types of Employee Assistance Programs:
Recovery from substance abuse
Financial or career counseling
Referrals for child care and elder care
AIDS education and counseling
Cultural adjustment counseling
The ultimate objective should be the employee’s rehabilitation, not dismissal.
Many organizations offer an employee assistance program (EAP).
See Learning Objective 7: Specify how supervisors can direct troubled employees in getting help and then follow up on the recovery efforts.
See text page: 332

32. Benefits of an Employee Assistance Program
Employees can find treatment for problems affecting their performance
Help organizations develop policies, educate employees, and train supervisors
Relieve supervisors who feel pressured to help with employee’s personal problems
See Learning Objective 8: Discuss the role of the supervisor’s manager and the human resources department in helping the supervisor with problem employees.
See text page: 332

33. Benefits of an Employee Assistance Program (cont.)
Offers an alternative to firing troubled employees, saving the cost of replacing them
Reduction in accidents, absenteeism, and turnover
Help maintain a drug-free workplace
See Learning Objective 8: Discuss the role of the supervisor’s manager and the human resources department in helping the supervisor with problem employees.
See text page: 332

34. Sources of Support Your manager The human resource department
Outside consultant
Labor attorney
Outside human relations specialist
Local Small Business Administration office
See Learning Objective 8: Discuss the role of the supervisor’s manager and the human resources department in helping the supervisor with problem employees.
See text page: 333