Competencies for chapter 7 Discipline

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Competencies for chapter 7 Discipline

• Identify common misconceptions about discipline
• Explain the purpose of disciplinary action
• Explain why it is important to review policies,
  rules and procedures and be able to justify them
  to employees
• Describe how supervisors use positive
  reinforcement
• Identify the components of a progressive
  disciplinary program
• Identify factors to consider before discharging
  an employee
• Describe the steps supervisors should take when
  deciding whether to take disciplinary action
• Describe the steps supervisors should take when
  managing the disciplinary process

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CHAPTER 7 DISCIPLINE

• Discipline is used by many supervisors to change
  employee behavior, also to correct, strengthen
  and improve employee performance.
• The Four Myths of Discipline are
• Discipline Is a Form of Punishment. most common
  belief, sometimes used in anger by supervisors,
  any positive effects resulting from the use of
  punishment will not last lone.
• Being the Boss Means People Have to Do What You
  Say threaten and forcing employees to behave in
  ways that they want to behave. Using your power
  to control how staff act usually will encourage
  employees to become defensive, uncommunicative
  and unhappy.

Pages 193-195
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• If You Are Nice to Your Employees, You Wont Need
  to Discipline Them having a fear of
  disciplining employees will make a supervisor too
  soft and lenient. Employees will take advantage
  of this and become confused about what to expect
  form their supervisor.
• Every Disciplinary Situation Must Be Handled in
  Exactly the Same Way because of unions and the
  collective bargaining agreements, all problem
  employees must be dealt with in the same manner.
  Your choice of discipline must depend on the
  factors involved in the given situation. It is
  very important o handle each situation properly
  and effectively from start, maintain thorough
  records, and documents every instance of
  disciplinary action

Pages 193-195
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The Purpose of Disciplinary Action

• What is the main purpose for taking disciplinary
  action?
• To close the GAP between an employees
  unacceptable behavior and the required standard
  of performance. See ex 3 pg 205
• An opportunity to improve the behavior of
  employees so that they can meet the required
  departmental standard expectations.
• Provide Coaching for motivating the employees to
  perform to the best of their abilities.

Pages 195-196
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• Company Policies, Rules and Procedures Must
• Apply to all employees.
• Be enforced on a consistent basis.
• Be reasonable and fair to both management and
  employees.
• Be written and included in an employee handbook,
  also explained during the orientation sessions.
• Identify any major changes in policy
• Key Point of Interest There should be no
  surprises.
• NOTE By adopting a positive attitude toward
  discipline, you will not need to fear
  confrontations because, when discipline sessions
  are effectively conducted, confrontations rarely
  occur.

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Making Minor Corrections To Behavior

• A part of a supervisors every day job is to make
  the necessary corrections that employees require.
  The process of correction really is part of
  training
• The following is a basic guideline for ensuring
  that this procedure is done in a productive
  manner
• Observe the violation
• Explain employees expected actions, what they are
  doing wrong and why it was done wrong
• Praise when ever possible, give positive actions
  and responses.
• Document negative incidents as well as positive
  achievements
• We all make mistakes, and it is unrealistic to
  think that each and every employee will always
  meet department standards. It is important to
  understand that constant criticism wears away
  employee moral and self-esteem. Also to follow up
  every act of discipline, however minor. An
  incident file is the best place to record
  positive achievements, as well as personal
  information about employees.

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Positive Reinforcement

• What are the advantages of Positive
  Reinforcement?
• Helps store up goodwill and mutual respect
• Increases the likelihood pf acceptable behavior
• Decrease the likelihood of unacceptable behavior
• Be a positive tool in establishing a effective
  discipline program
• Encourages employees to even exceed the
  expectations management places on them

Praise is one of the best Positive Reinforcement
Tools, when praising employees be sincere,
though, and dont overdo it. Why should praise
PUBLIC? Pages 198-9
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PROGRASSIVE DISIPLINE

• Progressive discipline programs should follow
  four sequential steps
• Oral warning either formal or informal
• Written warning a copy of which is placed in
  the employees personnel file
• Suspension usually without pay
• Discharge the last step in the discipline
  process

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Discharging Employees

• The decision to discharge must be weighed
  carefully. WHEN THE EMPLOYEE INCIDENT IS OF A
  SERIOUS NATURE it is always good to ask the
  following questions prior to conducting the
  meeting. GET ALL THE FACTS
• Did the employee knowingly break the rule?
• What were the consequences of the behavior?
• What is the employees disciplinary record?
• Is a temporary personal problem contributing to
  the discipline problem?
• Is the incorrect behavior or rule violation
  entirely the employees fault?
• Have you overlooked the behavior in the past,
  both in this employee and in others?
• Note wrongful employee discharge may lead to
  LAWSUITS!!

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When to Take Disciplinary ActionWhat factors
must be evaluated before deciding to take
specific disciplinary action?

• Is the situation important enough to spend
  valuable time to correct?
• Did the factors beyond the employees control
  cause the problem?
• Did the employee know better?

• Facts and circumstances surrounding the incident
• Seriousness of the infraction
• Whether or not the problem has occurred before
  with this employee
• Employees length and quality of service
• Always insure that you receive the maximum amount
  of information about a incident prior to taking
  disciplinary action. Remember every case is
  different and must be viewed as such. Never view
  a single incident in isolation.

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• What are generally the two major types of
  unacceptable behaviors?
• Why do you think many disciplinary problems occur
  in our local work environment?
• Lack of training the process of discipline and
  correction really a part of providing training.
• Some Other Possible Causes Are
• Inadequate aptitudes and abilities
• Inadequate knowledge and skills
• Personality and motivational problems
• Troublesome environmental factors
• One of the best proven ways to minimize
  disciplinary problems among employees is to be a
  great communicator.
• Note Unacceptable behavior that is within the
  control of the employee must be managed through
  effective disciplinary action procedures,
  however, unacceptable behavior beyond the control
  of the employee is really your problem.

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Managing The Discipline Process

• If you are experience problems disciplining
  employees, you might first have to work toward
  changing your own behavior. Remember, your
  objective in disciplining an employee is to
  obtain a change in their behavior, not to punish.
  (see exhibit 3 on page 205)
• If disciplinary programs are not a part of your
  organizational plan than the following serious
  problems will occur
• Poor human relations between workers and
  management
• Lowered job performance
• Potential legal or union controversies
• Personal problems for both the supervisors and
  the employees.
• In unionized environments, such as Bermuda, union
  officials will be involved in every aspects of
  the discipline process. (See article 36 on page
  32 in the Collective Bargaining Agreement hand
  book)

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THE CORRECT STEPS USED IN A DISCIPLINARY SESSION

• Be Specific always refer to data that youve
  kept in the employees file, focus on the problem
  not the employees attitude. Make sure it always
  remains business not personal.
• Explain how you feel telling how you feel
  encourages the employee to talk freely.
• Ask the employee for an explanation/Identify the
  Cause of the Problem find out why the behavior
  occurred. Use listening skills and always be
  objective.

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• Agree on a solution secure the employees
  commitment to solve the problem. Explain that
  disciplinary action is effective immediately,
  also explain what will happen if the problem is
  not solved. Make sure you correct the performance
  problem, and not focus on punishment.
• Set a Date for a Follow-up Meeting this shows
  the employee that you really want to make the
  solution work. Always keep an open door policy
• End the Discussion Positively think about the
  long-term benefits , offer support and
  encouragement, express that you have confidence
  in them to improve.
• Pages 205-210

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Assignment for chapter 7

• Answer questions 1,2,4,5,7 and 9 on page 221.
• Read case study Explosion in the Kitchen and
  answer questions 1,2 and 3 on page 215.