1. Problem Employees: Counseling and Discipline12
Problem Employees: Counseling and Discipline
The only difference between a problem and a solution is that people understand the solution.
—Charles Kettering, engineer and inventor

2. 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?
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?
12-2
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

3. 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.
To help reduce absenteeism:
Initiate paid time off banks
Create a positive work environment in which morale is strong
12-3
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

4. Why Employees Had Unscheduled Absences
12-4
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

5. Insubordination and Substance Abuse
Insubordination and uncooperativeness
Criticizing
Complaining
Showing a dislike for a supervisor and the organization
Poor work habits
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.
12-5
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

6. Workplace Violence and Theft
An estimated 2 million incidents of workplace violence occur each year.
Domestic violence is a contributing factor to workplace violence.
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.
12-6
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

7. 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
Counseling techniques
Directive versus nondirective counseling
The counseling interview
Discussion of the problem
Consideration of possible solutions
Scheduling follow-up meeting
12-7
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

8. Directive Versus Nondirective Counseling
12-8
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

9. Administering Discipline
A supervisor should distinguish between discipline and punishment.
Punishment – an unpleasant consequence given in response to undesirable behavior.
Discipline – a teaching process where the supervisor explains the significance of consequences of the employee’s behavior, then, if necessary, lets the employee experience those consequences.
Administration of discipline may be dictated by company policies or a union contract.
12-9
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

10. 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.
12-10
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

11. The Discipline Process
Observe and understand the facts behind problem behavior.
Begin the progressive discipline process:
Warning
Suspension
Demotion
Dismissal
12-11
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

12. 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.
12-12
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13. Positive Discipline
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.
12-13
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

14. Self-Discipline
Effective positive discipline results in self-discipline, in which employees voluntarily follow the rules and try to meet performance standards.
Supervisors can help to encourage self-discipline by communicating not only the rules and performance standards, but also the reasons for those rules and standards.
Supervisors should set a good example.
12-14
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

15. 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.
12-15
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

16. 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
12-16
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

17. Aid in and Evaluation of Recovery
The ultimate objective should be the employee’s rehabilitation, not dismissal.
Many organizations offer an employee assistance program (EAP).
Types of EAP counseling:
Recovery from substance abuse
Financial or career counseling
Referrals for child care and elder care
AIDS education and counseling
Cultural adjustment counseling
12-17
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

18. 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
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
12-18
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

19. Sources of Support Your manager The human resource department
Outside consultant
Labor attorney
Outside human relations specialist
Local Small Business Administration office
12-19
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

20. Summary
Common employee problems include absenteeism and tardiness, insubordination and uncooperativeness, alcohol and drug abuse, workplace violence, and employee theft.
Counseling helps employees solve their problems, which enables them to perform better at work.
Supervisors should counsel employees when they need help in determining how to resolve a problem that is affecting their work, otherwise refer the employee to a professional.
12-20
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

21. Summary (continued) Supervisor counseling should include:
Discussion of the problem
Consideration of possible solutions
Scheduling follow-up meeting
When administering discipline, a supervisor should distinguish between discipline and punishment and take as many steps as necessary to resolve the problem behavior.
Positive discipline focuses on preventing problem behavior from ever beginning.
12-21
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

22. Summary (continued)
In self-discipline, employees voluntarily follow the rules and try to meet performance standards.
When a supervisor suspects that an employee is troubled, he or she should document the problem and then meet with the employee.
Supervisors should follow their organization’s procedures for helping troubled employees.
A supervisor should discuss employee problems with his or her manager and the human resources department.
12-22
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.