1. MANAGING EMPLOYEE DISCIPLINE

2. Management action to encourage compliance with the organization’s standards.

3. Employee Discipline
Objectives
Identify those behaviors which can result in disciplinary action.
Discuss the steps in applying positive discipline.
Apply the “hot stove” approach to disciplinary action.
Perform a successful disciplinary interview.

4. DISCIPLINE Time consuming and worrisome aspects of HRM
Dealing fairly with the difficult or misbehaving person
Employees attitude toward work is crucial factor for productivity and performance

5. Who does it?
Generally the manager (supervisor) is the person in disciplining
HR manager serves as a second step in investigation or appeal of a disciplinary case
When the union is involved HR manager advice the operating manager

6. Disciplining Process
Diagnose both internal and external factors in discipline situation
Prescribe and implement appropriate remedial actions
Evaluate the effectiveness of their decisions

7. Categories of Difficult Employees
Unsatisfactory quality/quantity of work due to lack of abilities, training or motivation
Personal problems off the job affect productivity on the job (alcoholism, drug, family relationship)
Consistently break company rules and do not respond to supervisory reactions

8. Causes of undesired Behavior
Problems of intelligence and job related knowledge
Emotional problems
Motivational problems
Physical problems
Family problems

9. Causes contd Problems caused by work groups
Problems originating in company policies
Problems stemming from society and its values
Problems from the work context and the work itself

10. Types of difficulties Ineffective employees
Alcoholic and substance abusing employees
Theft, fraud, illegal act participants
Rule violators

11. Warning sign of violence
Difficulty accepting authority/criticism
Hold grudges against supervisors
Sabotage company property/equipment
Exercise desire to harass coworkers or management
Sexual harassment
Unwanted romantic interest
Verbal/physical intimidation

12. Warning sign of violence
Progressive misconduct
Argumentative /uncooperative
Interpersonal conflict history
Fired or laid off (even perceived)
Dysfunctional family
Decreased social support/connections
Extremist opinions/attitudes

13. Warning sign of violence
Intrigued by previous workplace violence incidents
Didn't receive needed help in the past
Exhibits depression/paranoid behavior
Short tempered
Sense of entitlement
Emotionally injured

14. contd Preoccupation with weapons Substance abuse
Obsession with particular person

15. Elements of a disciplinary system
Establish rules and goals
Communicate rules and goals
Assess behaviour
Establish rules and behaviours
Modify undesirable behaviors

16. Rules for Behavior Time Start and late time Quitting time
Maximum break and lunches time
Prohibited Behaviour
No sleeping on the job
No drinking
No drug
Limited non-employer activities

17. Rules for Behavior Insubordination
Penalties for refusal to obey supervisors
Rules against slow downs and sit downs
Safety
No smoking
Safety regulations
Sanitation requirements
No fighting
No dangerous weapons

18. Hot Stove” discipline- an immediate, consistent, and impersonal response to a behavior with a warning.
Progressive discipline- step-by-step program designed to correct performance problems, not merely compliance problems.

19. Oral reprimands- verbal interaction between the employee and supervisor when they discuss the problem behaviors and the expectations to change the behaviors.
Written reprimands- documentation between employee and supervisor if the behavior continues or if an employee commits a serious offense.

20. Progressive Discipline
The application of increasing severe penalties for repeated identical offenses depending on the statute of limitations for offenses.
Emphasizes the seriousness of repeated rule infractions.
Furnishes additional chances for the employee to adopt the correct behavior before discharge.
Disciplinary Steps
Oral warning > Written warning > Suspension > Discharge

21. Employment-at-Will Defined
Either party in the work relationship can sever the relationship at any time for any or no reason.
Employment-at-Will Exceptions
Public policy
Wrongfully discharging an employee for exercising a right under the law, or for refusing to violate a federal, state or local law at the direction of the employer.
Implied contract
Wrongfully discharging an employee after entering into oral contract that implies job security or other treatment.

22. Legitimate Purposes of Discipline
Discipline improves efficiency by:
Setting an example of appropriate behavior.
Transmitting the rules of the organization.
Promoting efficient production.
Maintaining respect for the supervisor.
Correcting employee behavior.

24. Reasonable rule or order Investigation Fair investigation Proof
Due notice
Reasonable rule or order
Investigation
Fair investigation
Proof
Equal treatment
Penalty
If all tests at left are answered “Yes”, then make two additional considerations for:
Due process violations
Mitigating circumstances

25. Positive Discipline
Focus on the specific problem rather than the employee’s attitude or personality.
Gain agreement with the employee that a performance problem exists and that the employee is responsible for changing his or her behaviour.
Approach discipline as a problem-solving process.

26. Positive Discipline
Document suggested changes or commitments by the employee.
Follow up to ensure that the employee is living up to his or her commitments and to reduce the likelihood of having to take more severe

27. Employee Rights Right to Privacy Right to Fair Treatment
Rights in Business Closings and Workplace Restructuring