© 2007, Educational Institute Chapter 7 Discipline Supervision in the Hospitality Industry Fourth Edition (250T or 250)

© 2007, Educational Institute 1 Competencies for Discipline 1.Identify common misconceptions about discipline. 2.Explain the purpose of disciplinary action. 3.Identify the components of a progressive disciplinary program. 4.Describe the steps supervisors should take when deciding whether to take disciplinary action. 5.Describe the steps supervisors should take when managing the disciplinary process.

© 2007, Educational Institute 2 Myths about Discipline Discipline is a form of punishment. Being the boss means people have to do what you say. If you’re nice to your employees, you won’t need to discipline them. Every disciplinary situation must be handled in exactly the same way.

© 2007, Educational Institute 3 Purpose of Discipline To modify behavior, not to punish To close the gap between an employee’s unacceptable behavior and the required standard of performance To give employees the opportunity to improve themselves and their behavior Supervisor’s role is that of a coach; not judge, jury, and executioner

© 2007, Educational Institute 4 Progressive Discipline 1.Oral warning—either formal or informal 2.Written warning—copy placed in employee’s personnel file 3.Suspension—usually without pay 4.Discharge

© 2007, Educational Institute 5 Discharge Decision Checklist Did the employee know what was expected? Were the rules clearly and fairly communicated to the employee? Did management explain why the rules were important? Were the rules that were broken reasonable and important to the organization? (continued)

© 2007, Educational Institute 6 Discharge Decision Checklist Is the evidence for the discharge substantial and reliable? Is the discipline equal to the seriousness of the offense? Did management make a sincere effort to identify poor performance and to correct behavior or actions? Is the disciplinary action taken for breaking this rule applied consistently to all employees? (continued)

© 2007, Educational Institute 7 When to Discipline? Evaluate situations: Is the situation important enough to spend valuable time to correct? Did factors beyond the employee’s control cause the problem? Did the employee know better?

© 2007, Educational Institute 8 Unacceptable Behavior That which results from a purposeful decision made by the employee (such as stealing, willful damage to equipment, or lying) That which is beyond the employee’s control (due to lack of training, improper tools, poor supervision, or other conditions)

© 2007, Educational Institute 9 Gather Facts Did the employee knowingly break the rule? What were the consequences of the behavior? What is the employee’s disciplinary record? Is a temporary personal problem contributing to the discipline problem? Is the incorrect behavior or rule violation entirely the employee’s fault? Have you overlooked the behavior in the past, both in this employee and in others?

© 2007, Educational Institute 10 Explore Possible Causes Who is involved? What rules were violated? Is there a pattern? Is the problem related to any specific time or shift? Is the problem related to any particular time of year? Holidays? How long has the problem existed? When did it start? (continued)

© 2007, Educational Institute 11 Explore Possible Causes Where is the problem occurring? Have any changes occurred that could have caused the problem? Are there other symptoms of this problem? How does the employee’s record compare with that of others? Were the rules posted, published, or otherwise known to the employee? (continued)

© 2007, Educational Institute 12 Managing the Disciplinary Process 1.Define the performance gap 2.Identify the cause of the problem 3.Agree on a solution 4.State the disciplinary action 5.Set a follow-up date 6.End on a positive note

© 2007, Educational Institute 13 Define the Performance Gap Describe the unacceptable behavior Specify the performance standard— the acceptable behavior Restate relevant policies Summarize previous discussions Avoid general statements Don’t threaten, argue, or display anger Explain how you feel

© 2007, Educational Institute 14 Identify the Cause of the Problem Ask why the unacceptable behavior occurred Actively listen Encourage the employee to provide more information Ask probing questions Avoid loaded questions Reach agreement on probable cause

© 2007, Educational Institute 15 Agree on a Solution Ask the employee for improvement ideas Add your own suggestions Agree on a specific solution Set a timetable with specific target dates for improvement

© 2007, Educational Institute 16 State the Disciplinary Action State the immediate action to be taken Explain future actions, if behavior does not improve Be specific Next disciplinary action should not be a surprise

© 2007, Educational Institute 17 Set a Follow-Up Date Set a specific date and time for a follow-up meeting Regularly observe employee’s behavior Summarize the improvement plan in writing

© 2007, Educational Institute 18 End on a Positive Note Offer support Express confidence in employee’s ability to improve Shake hands Communicate again with the employee before the end of the day