Disciplinary Actions - Human Resources

8/3/2019 Disciplinary Actions - Human Resources

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Dana LoSasso

Margaret Pesikov



The three meanings:◦ Treatment that punishes

◦ Orderly behavior in an organizational setting

◦ Training that molds and strengthens desirable conduct



Organizational goals

Efficiency

Reduces absenteeism and tardiness

Safe and enjoyable work environment

Proper behavior



Progressive Discipline

◦ Motivate an employee to correct misconduct voluntarily

Employees always know where they stand, whatimprovement is expected, and the consequences

Positive Discipline◦ Focus on early correction of misconduct

◦ Employee takes full responsibility

◦ Joint discussion with supervisor

◦ Reminders not reprimands1) Conference to find solution

2) Second conference – Why did solution not work?

3) Decision making leave



Commitment

◦ Organizational goals

◦ Positive discipline- decision making leave

Congruence

◦ Increases agreeability◦ Organizational rules must be clearly stated

Competence

◦ Increases employee performance

Cost Effectiveness◦ Reduces social loafing

◦ Reduced liabilities



Immediate proper documentation

Interview◦ Unions

Inaction:◦ May condone behavior

◦ Demotivates other employees

◦ Complaint may be disregarded

◦ Potential for a lawsuit to be filed upon discharge



Corrects poor employee performance

Improves employee job attitudes and work behavior

Reduces sexual harassment, theft, absenteeism, drug andalcohol use etc.

Sets an example for other employees



Get even or punish

Discourage workers

Difficult to justify later

Wrongful discharge suits are common

Discharging employees is costly

Personal attack



Supervisors want to be liked

Lack of regular and candid performance reviews

Managers are uncertain of the facts

Lack of support from higher management May not have disciplined in the past



Right to be free from discipline

Relating undesirable behavior to company reputation



Can be terminated for inappropriate use of phones, email,internet use, illegal drugs, alcohol, sexual harassment etc.

Must inform employees

Refrain from provoking employees

Must be allowed due process



Culture of trust and ethical behavior

Extensive guide on expected behavior

◦ Company wide knowledge of acceptable and

unacceptable actions This code “ensures consistency in how employees conduct

themselves within the company”



Employees must sign and acknowledge that they read thecode of conduct and agree to abide by it

Ethics & Compliance committee

Committee adheres to confidentiality Impose discipline

Progressive Discipline

Serious offenses- suspension without pay, loss or reduction

of merit increase, or termination of employment Permanent records



Disciplinary action was used unethically

Top management falsified accounting books

Potential whistleblowers were silenced/People whocollaborated were rewarded

People were disciplined/terminated /humiliated for notagreeing or standing up to top management

Enron executives were convicted and are serving jail

sentences

Serves as an example to other executives



Review systems of discipline periodically and make suredisciplinary actions are in line with the law

Train management to ensure that disciplinary action isethical and implemented at the right time

Ensure that each issue is investigated thoroughly to preventfalse accusations and to allow employees to give their sideof the story

Keep thorough documentations of instances wheredisciplinary action was taken to justify future disciplinary

action if behavior did not change



Bohlander & Snell, Managing Human Resources, 15thedition. Chapter 13: Employee Rights and Discipline

"Code of Business Conduct: Acting with Integrity Around theGlobe." The Coca-Cola Company . Coca-Cola, Mar.2008. Web. 21 Nov. 2011. <http://www.thecoca-colacompany.com/ourcompany/pdf/COBC_English.pdf>.

Tourish, Dr. Dennis. "Charismatic Leadership and CorporateCultism at Enron." Web. 21 Nov. 2011.<http://www.rickross.com/reference/general/general782.html>.

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Disciplinary Actions - Human Resources