2. Ten Questions Commonly Asked About Managing Employees Jeffrey S. Hornsby PhD, SPHR Professor of Management Department of Marketing and Management Ball State University 765.285.5306 jhornsby@bsu.edu

3. 10. Is there not loyalty anymore? n Pay issues -equity n Generation X -3 times more likely to change jobs -Leadership by competence -Result of the 90’s mentality that if you breath you can have a job

4. 9.Why doesn’t anyone want to work around here? n The motivation equation… SV + TI + TS X Autonomy X Feedback = Motivating 3 Potential Score n SV – Skill Variety n TI – Task Identity n TS – Task Significance

5. 8.Why do my supervisors and managers make so many mistakes n Because they are thrown to the wolves n Interpersonal skills such as teambuilding, communication, decision-making etc. can be developed! n Managers/supervisors are often promoted because of their technical competency and not their interpersonal competence but yet their effectiveness as a manager relies mainly on the interpersonal skills.

6. 7.Why are there so many laws regulating how employees are treated? n FLSA, NLRA, CRA (1964), ADEA, EEO, PDA, ADA, FMLA, HIPPA, etc. n Laws are generally part of the job-as-property doctrine and attempt to protect work as much as possible n Be careful not to alter the employment-at-will concept. n In the U.S., the Federal Government has historically been proactive when it comes to employee rights.

7. 6.Why don’t my discipline policies hold up in unemployment hearings? n An inconsistent policy is not policy. This is perhaps one of the most difficulty problems for managers. n An undocumented or poorly documented issue is not an issue. n Employees need to be educated on what the policies are.

8. 5.Why is your “gut” the wrong instinct when hiring people? n The fallibility of the interview… -It is a search for negative information. -Positive but irrelevant information carries equal weight to relevant information. -The similar to me affect.

9. 4.Why isn’t there any respect for authority? n Position power versus expert and respect (referent) power. n Generation X and Y.

10. 3.How can I keep my insurance costs down…legally? n Modifiable claims. n Wellness programs.

11. 2.What does a human resource manager do all day? n The role of the HR professional is changing!

12. 1. What can be done to enhance the strategic value of the HR function? n Become an internal consulting service n Find out what goals senior management have and help them achieve them n Senior HR professional must sit at the top management table

13. Some Tools of the Trade n Job Analysis Questionnaire n Job Description n Performance Appraisal n Handbook/Policy Manual

14. Questions??????????????

15. Discipline... n Discipline should be viewed as a condition within an organization whereby employees know what is expected of them in terms of the organization’s rules, standards, and policies and what the consequences are of infractions.

16. Discipline... n The basic purpose of discipline should be to teach about expected behaviors in a constructive manner.

17. How does a supervisor maintain good discipline? n The supervisor has the responsibility of informing employees of the organization’s rules, regulations and standards. n The supervisor must also ensure that employees understand the purpose of the rules, regulations and standards. n The supervisor should remind employees in a friendly manner when their adherence to the rules has become lax.

18. How does a supervisor maintain good discipline? n Whenever possible, counseling should precede the use of disciplinary reprimands or stricter penalties. -Counseling helps develops an environment of openness, understanding and trust. -This should help encourage self-discipline. n Supervisors must always follow the rules that employees are expected to follow. n Supervisors must be consistent!

19. Frequent Reasons for Using Discipline... n Absenteeism, Tardiness Loafing, Leaving early, Sleeping on job, Assault or fighting, Horseplay, Insubordination, Threat or assault on management, Abusive language, Falsifying company records, Theft, Conflict of interest, Moonlighting, Negligence....

20. Frequent Reasons for Using Discipline... n Damage to machinery or property, Incompetence, Refusal of job assignment, Participation in a prohibited strike, Use of drugs or alcohol, Obscene conduct, gambling, Abusing conduct, Violation of health and safety codes, Poor performance, Sexual harassment, etc..

21. Applying the Discipline Procedure... n Predisciplinary Recommendation -Each supervisor should become familiar with the law and company practices/policies as they affect disciplinary decisions. -The supervisor should consult with upper management or Human Resources when in doubt. »“Take a Partner”

22. Applying the Discipline Procedure... n Predisciplinary Recommendation -Accurate records must be maintained. »The supervisor bears the burden of proof in discipline situations! -The supervisor should investigate before disciplining. »Do not assume the obvious! »Consider the employees past work record, statements by witnesses and any other evidence.

23. Applying the Discipline Procedure... n Administering Formal Discipline -Discipline should be progressive and corrective. Initial corrective stages should involve counseling and oral warnings while the final stages involve written warnings, probation, suspension and termination.

24. The Hot-Stove Rule... n Employee discipline is analogous to burning your hand on a hot stove where... 1 The hot stove burns immediately. Disciplinary policies should be administered quickly. There should be no question of cause and effect. 2 The hot stove gives a warning and so should discipline.

25. The Hot-Stove Rule... 3 The hot stove consistently burns everyone who touches it. Discipline should be consistent. 4 The hot stove burns everyone in the same manner regardless of who they are. Discipline must be impartial. People are disciplined for what they have done and not because of who they are.

26. Supervisor Checklist for Effectively Applying Discipline... n Be familiar with the law and past practices of the company as they affect disciplinary decisions. n Maintain adequate records. n Investigate rule infractions and mitigating circumstances. n Administer discipline as soon as possible. n Precede formal discipline with a warning.

27. Supervisor Checklist for Effectively Applying Discipline... n Be consistent among employees. n Relate the penalty to the offense rather than the person. n Administer discipline in private. n Warn the employee of the results of a future violation. n Spell out discipline expectations and consequences for infractions in company handbook.

28. Benefits of Confronting the Employee... n Maintains group standards. Performance standards in the work group are maintained. n Reduces fear. Employees may not know how to cope with a problem. An effective supervisor may be able to reduce anxiety by listening and providing information about assistance.

29. Benefits of Confronting the Employee... n Improves relationships. Through open communication, employees and supervisors overcome feelings of uncertainty. The employee knows where he or she stands. n Reduces costs. An employee who is offered assistance is less likely to leave or exhibit withdrawal behaviors. n Provides guidance. Supervisors may be able to provide insights based on an organizational perspective that the employee may be unaware of.

30. Planning the Counseling Interview n Arrange the Time and Place -Ensure enough time and protect privacy. -Avoid emotional situations n Review Documentation -Collect performance appraisals, time cards and other documentation.

31. Planning the Counseling Interview... n Choose a Counseling Interview Format Nondirective -- Utilized for problem solving regarding nonserious performance issues. Directive--Utilized for serious issues such as drug or alcohol abuse or insubordination.

32. Conducting the Counseling Interview n Describe the problem as observed and documented. n Ask for an explanation. n Explain consequences. n Get an agreement to a solution or needed changes.

33. Conducting the Counseling Interview... n Get a commitment to change. n Summarize the meeting. n Follow up through continued support and observation.

34. Legal Issues to Consider... n Employment discrimination n Employment-at-will n Employment contracts-Intentional and Unintentional n Consistent application of policies n Documentation n Investigations and Searches

35. Any Questions????

36. Thank you for your attention!!!!