Problems Requiring Special Attention

Questions to help uncover the true source of a performance problem:Has the employee performed better in the past?Has the employee received proper training?Does the employee know and understand the

objectives he or she is to accomplish?Is the supervisor providing enough feedback and

support?Has the supervisor encouraged and rewarded high

performance?Are other employees with similar abilities performing

well or experiencing similar difficulties?

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Absenteeism and Tardiness

A recent survey found that absenteeism cost employers an average of $645 per employee in 2003.

The most common reasons given for taking unscheduled time off are personal illness and family issues.

To help reduce absenteeism:Initiate paid time off banksCreate a positive work environment in which

morale is strong

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Why Employees Had Unscheduled Absences

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Insubordination and Substance Abuse

Insubordination and uncooperativenessCriticizingComplainingShowing a dislike for a supervisor and the organizationPoor work habits

Alcohol and drug abuseAbout 1 out of 10 workers abuse or are dependent on

alcohol or drugs.The ADA treats substance abuse arising from an

addiction as a disability.Actions taken with regard to the employee should focus

on work performance, not the substance abuse itself.McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.12-4

Workplace Violence and Theft

An estimated 2 million incidents of workplace violence occur each year.

Domestic violence is a contributing factor to workplace violence.

The largest cause of missing goods and money for retailers is employee theft, not shoplifting.

“Stealing time” and Internet surfing are also considered theft.

Information theft is a serious and growing problem.

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Counseling

Benefits of counselingImproved job satisfaction and motivation

Appropriate times to counselWhen employees need help in determining how to

resolve a problem that is affecting their workCounseling techniques

Directive versus nondirective counselingThe counseling interview

Discussion of the problemConsideration of possible solutionsScheduling follow-up meeting

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Directive Versus Nondirective Counseling

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Administering Discipline

A supervisor should distinguish between discipline and punishment.Punishment – an unpleasant consequence given in

response to undesirable behavior.Discipline – a teaching process where the supervisor

explains the significance of consequences of the employee’s behavior, then, if necessary, lets the employee experience those consequences.

Administration of discipline may be dictated by company policies or a union contract.

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Employee Rights During the Disciplinary Process

Know job expectations and the consequences of not fulfilling those expectations.

Receive consistent and predictable management action in response to rule violations.

Receive fair discipline based on facts.Be able to question management’s statement of the

facts and to present a defense.Receive progressive discipline.Be able to appeal a disciplinary action.

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The Discipline Process

1. Observe and understand the facts behind problem behavior.

2. Begin the progressive discipline process:1. Warning

2. Suspension

3. Demotion

4. Dismissal

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Guidelines for Effective Discipline

Do not wait to act.Focus on learning about and resolving the issue at

hand.Keep emotions in check.Make it a private matter.Be consistent in administering discipline.Keep a record of disciplinary actions taken and the

basis for the discipline.

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Positive Discipline

Effective discipline should end problem behavior as well as prevent problems from occurring.Make sure employees know the rules.Make sure employees understand the consequences.

Supervisors should create conditions under which employees are least likely to cause problems.

Be aware of and responsive to employees’ needs and ideas.

Punish problem behavior but also reward desirable kinds of behavior.

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Self-Discipline

Effective positive discipline results in self-discipline, in which employees voluntarily follow the rules and try to meet performance standards.

Supervisors can help to encourage self-discipline by communicating not only the rules and performance standards, but also the reasons for those rules and standards.

Supervisors should set a good example.

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Detection of the Troubled Employee

If disciplinary action or counseling seem ineffective at resolving the problem, a supervisor may have a troubled employee.

Look for signs of substance abuse but avoid accusations – instead, focus on job performance.

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Confrontation of the Troubled Employee

Document the problemConfront the employee

Review the employee’s performance, describing the evidence of a problem

Refer the employee for counseling

Explain the consequences of not changing

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Aid in and Evaluation of Recovery

The ultimate objective should be the employee’s rehabilitation, not dismissal.

Many organizations offer an employee assistance program (EAP).

Types of EAP counseling:Recovery from substance abuseFinancial or career counselingReferrals for child care and elder careAIDS education and counselingCultural adjustment counseling

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Benefits of an Employee Assistance Program

Employees can find treatment for problems affecting their performance

Help organizations develop policies, educate employees, and train supervisors

Relieve supervisors who feel pressured to help with employee’s personal problems

Offers an alternative to firing troubled employees, saving the cost of replacing them

Reduction in accidents, absenteeism, and turnoverHelp maintain a drug-free workplace

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Sources of Support

Your managerThe human resource departmentOutside consultantLabor attorneyOutside human relations specialistLocal Small Business Administration office

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