Correct Worker Cons

7/29/2019 Correct Worker Cons...

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One of the important factors that can provide job satisfaction to workers is to give them reasonable

notice of changes that will affect him. In fact, it is one ofthe job courtesies that a supervisor can do to his worker.

All of us have mental and physical adjustments tomake such changes and we want to be given at leastto some advance notice of changes.

It is proper to point out to the worker the “why” ofhis job and the “why” of the changes. This can removetheir objections and can increase their desire tocooperate in carrying the changes.



JunjenL.Palomar

VirgieS.Jimeno

Ma.SocorroL.Limas



The experienced supervisor makes

allowances for occasional mistakes, failure to

carry out orders or substandard production. Heis quick to turn these occasions into

opportunities to for continued training and

development. When a reprimand is necessary,

it is turned into a constructive situation which

builds confidence, ability, and respect.



The poor supervisor faced with the same

situation uses the occasion to “blow off” and to

show his “big shot” authority by the “bawl out”of the offender. Sooner or later he must

recognize that the bawl-out is completely

negative, destroys confidence and ability, and

leaves the worker beaten and discouraged.



Is seldom based on facts. Is done in anger and under emotional strain.

Is done in public.

Combines sarcasm, threats, and strong

language.

Is used to throw weight of authority around.

Indicates a desire to exercise undue power.



Is most times unjust.

Discourages the employee and stifles iniative.

Is used to blow off steam at the expense of

the employee.

Destroys the morale of the worker.

In short…

The bawl-out NEVER WORKS.



On the other hand, the reprimand is one

of the most implements in the tool kit of the

supervisor or manager. Properly administered,the reprimand is a constructive and powerful

device in the training, control, and direction of

human efforts.



There is only one justifiable reason for

reprimanding – and that is a constructive

reason – to help the worker and, through him tohelp the business. Its purpose is to awaken a

desire on the part of the worker to improve his

conduct.





Mistakes must be corrected properly, but if

possible managers should prevent reprimandsituations from arising. The fewer reprimand

given – the better the supervisor .



Make sure orders are understood.

Instruct completely.

Plan work in advance.



1. Anticipate a defensive reaction.

2. Analyze critically your own emotions.3. Get the other fellow’s viewpoint.

4. Be sure of your facts.

5. Correct in private.6. Courtesy won’t spoil effect of reprimand.

7. Reprimand need not make the supervisor

unpopular.



8. Deal with infractions promptly.

9. Be specific.

10. Compare to a standard but not to another

worker.

11. Try a criticism “sandwich”. 12. Do not threaten.

13. After the correction, forget error.





One of the “earmarks” of a good

supervisor is that he keeps his promises. It is

difficult to see how a person in an executive or

supervisory position can long keep the respectof those who work with and under him if he

doesn’t keep his promises. Failure to keep his

promises is probably one of the quickest ways in

which the supervisor can create job

dissatisfaction.

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Correct Worker Cons