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.

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

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

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

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

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

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

Why Employees Had Unscheduled Absences

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

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

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: 317-318

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: 317-318

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.

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: 318-319

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: 318-319

Average Amount Lost per Employee Theft

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

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: 321-324

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: 321-324

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

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

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

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

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. See text pages: 325-326

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

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

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

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. See text pages: 330-331

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. See text pages: 331-332

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

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

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

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

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