Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved CHAPTER 14 Employee Discipline.

Copyright © 2008 by John Wiley Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved& Sons, Inc. All rights reserved

CHAPTER 14CHAPTER 14

Employee DisciplineEmployee Discipline


INTRODUCTIONINTRODUCTIONI hire every employee with the optimistic sense that he or she I hire every employee with the optimistic sense that he or she will succeed. I don’t like to give up on an employee. But if will succeed. I don’t like to give up on an employee. But if an employee is not performing up to standard, I will let them an employee is not performing up to standard, I will let them go.go.

- - Charlie Trotter, Chef/Owner, Charlie Trotters, ChicagoCharlie Trotter, Chef/Owner, Charlie Trotters, Chicago


TALES FROM THE FIELDTALES FROM THE FIELDFired bellman files for unemployment…Fired bellman files for unemployment…

Did the hotel general manager have a Did the hotel general manager have a valid reason for terminating the bellman?valid reason for terminating the bellman?

How might this termination come back to How might this termination come back to haunt the hotel?haunt the hotel?

What messages is the general manager What messages is the general manager sending to the other employees regarding sending to the other employees regarding employee discipline?employee discipline?

How might this situation have been How might this situation have been handled more effectively?handled more effectively?


CHAPTER OVERVIEWCHAPTER OVERVIEW

Causes of employee Causes of employee discipline problemsdiscipline problems

Preventive and Preventive and corrective disciplinecorrective discipline

Progressive disciplineProgressive discipline

Dos and don’ts of Dos and don’ts of employee disciplineemployee discipline

Critical factors that Critical factors that help you know when help you know when it’s time to terminate a it’s time to terminate a problem employeeproblem employee

Legal guidelinesLegal guidelines


EMPLOYEE DISCIPLINEEMPLOYEE DISCIPLINE

DisciplineDiscipline is action taken by management is action taken by management to encourage employees’ compliance with to encourage employees’ compliance with the company’s stated rules, standards, the company’s stated rules, standards, and proceduresand procedures

Proper disciplinary procedures encourage Proper disciplinary procedures encourage employees to develop self-disciplineemployees to develop self-discipline

Discipline should Discipline should notnot be equated with be equated with punishmentpunishment


CAUSES OF DISCIPLINECAUSES OF DISCIPLINE

Rules and procedures are vaguely written, Rules and procedures are vaguely written, misunderstood, and ignoredmisunderstood, and ignored

Employees lack sufficient abilities, knowledge, Employees lack sufficient abilities, knowledge, skills, or aptitudeskills, or aptitude

Employees have personality or motivational Employees have personality or motivational problemsproblems

Troublesome environmental factors, both Troublesome environmental factors, both internal and externalinternal and external

Why do employees engage in behavior that leads to disciplinary problems at work? You may be surprised to learn that in many cases, management is to blame!


CAUSE 1CAUSE 1

Having procedures and policies that are not in Having procedures and policies that are not in writing is the same as having no policies at allwriting is the same as having no policies at all

Unwritten rules, or rules that are simply Unwritten rules, or rules that are simply understoodunderstood, , are sure to be broken because people interpret are sure to be broken because people interpret things in different waysthings in different ways

Management may not totally approve of A particular Management may not totally approve of A particular situation, but for fear of conflict, they tend to look situation, but for fear of conflict, they tend to look the other way the other way

All hospitality operations, whether large or small, unionized or not, should have a complete set of written rules, policies, and procedures that everyone knows and understands

Rules and procedures are vaguely written, misunderstood, and ignored


WRITTEN RULES AND POLICIESWRITTEN RULES AND POLICIES

EXAMPLES INCLUDE:EXAMPLES INCLUDE:

Alcohol sales, employment of minors, minimum wage and overtime requirements, health code Alcohol sales, employment of minors, minimum wage and overtime requirements, health code provisions, and fire and safety regulationsprovisions, and fire and safety regulations

General rules of the organization pertaining to breaks, time clock issues, parking restrictions, General rules of the organization pertaining to breaks, time clock issues, parking restrictions, uniform requirements, hours of work, absences and tardiness, sick days, smoking, meals, uniform requirements, hours of work, absences and tardiness, sick days, smoking, meals, drug and alcohol issues, as well as employee dealings with guests and customersdrug and alcohol issues, as well as employee dealings with guests and customers


ENSURING COMPLIANCEENSURING COMPLIANCE

During the job interviewDuring the job interview During new employee orientationDuring new employee orientation In the employee handbookIn the employee handbook During day-to-day operationsDuring day-to-day operations At staff and department meetingsAt staff and department meetings During disciplinary meetingsDuring disciplinary meetings During annual and semi-annual performance reviewsDuring annual and semi-annual performance reviews

During all stages of the employer/employee relationship, management must emphasize that those who fail to perform at satisfactory levels or who engage in specific acts of misconduct are breaching their obligation to the company


CAUSE 2CAUSE 2

Those employees who do not have the necessary skills, Those employees who do not have the necessary skills, abilities, and aptitude to perform their job duties properly abilities, and aptitude to perform their job duties properly often find themselves in troubled watersoften find themselves in troubled waters

Management is often to blame because the interviewer Management is often to blame because the interviewer did not match the right applicant with the right position, did not match the right applicant with the right position, hired a misfit altogetherhired a misfit altogether

Sometimes, management hired a perfectly qualified Sometimes, management hired a perfectly qualified individual but then failed to provide the proper training individual but then failed to provide the proper training and supervision to ensure his success and supervision to ensure his success

Employees lack sufficient abilities, knowledge, skills, or aptitude

Hospitality managers must work very hard to ensure that they are hiring the right individuals for the right positions. A good “fit” is essential and will eliminate a lot of future employee problems.


CAUSE 3CAUSE 3

Do not try to take the easy way out by only hiring Do not try to take the easy way out by only hiring individuals who have previous hotel or restaurant individuals who have previous hotel or restaurant experience experience

Managers who do this are trying to reduce training costs, Managers who do this are trying to reduce training costs, and they often feel that an experienced applicant can be and they often feel that an experienced applicant can be up and running in no time, with little or even no training up and running in no time, with little or even no training

Each operation is different, and while an applicant who Each operation is different, and while an applicant who has previous experience is not necessarily a bad thing, has previous experience is not necessarily a bad thing, this should not be the overall determining factor when this should not be the overall determining factor when hiring new employees hiring new employees

Employees have personality and motivational problems

Chef Charlie Trotter, owner of Chicago’s famous restaurant, Charlie Trotter’s, hires for passion, putting a premium on such qualities as enthusiasm, dedication, and commitment


CAUSE 4CAUSE 4

Examples include:Examples include: Improper or lazy hiring procedures Improper or lazy hiring procedures Failure to train employeesFailure to train employees Poor or inadequate supervisionPoor or inadequate supervision Missing tools and suppliesMissing tools and supplies Equipment that is in disrepairEquipment that is in disrepair

Troublesome INTERNAL environmental factors

All of these internal factors can lead to morale problems, and low All of these internal factors can lead to morale problems, and low employee morale will almost always lead to disciplinary problemsemployee morale will almost always lead to disciplinary problems


CAUSE 4CAUSE 4

Examples include:Examples include: Problems with family membersProblems with family members Marital or relationship problemsMarital or relationship problems Legal problemsLegal problems Drug or alcohol problemsDrug or alcohol problems Financial strugglesFinancial struggles Problems at schoolProblems at school

Troublesome EXTERNAL environmental factors

For smaller organizations, tapping available community services is especially useful when addressing problems that affect employee performance on the job. Larger organizations sometimes utilize an Employee Assistance Program (EAP).


PREVENTIVE DISCIPLINEPREVENTIVE DISCIPLINE

Any action taken by Any action taken by management to management to encourage employees encourage employees to follow standards to follow standards and rules in an effort and rules in an effort to prevent infractionsto prevent infractions

Preventive discipline Preventive discipline encourages employee encourages employee self-disciplineself-discipline


CORRECTIVE DISCIPLINECORRECTIVE DISCIPLINE

Corrective discipline is an Corrective discipline is an action that follows the action that follows the violation of a ruleviolation of a rule

The goal for management The goal for management when this occurs is to when this occurs is to discourage further discourage further infractions and to ensure infractions and to ensure future compliance with future compliance with established standardsestablished standards


PROGRESSIVE DISCIPLINEPROGRESSIVE DISCIPLINE

Occurs when the severity of the Occurs when the severity of the disciplinary action increases in relation to disciplinary action increases in relation to the severity of the violationthe severity of the violation

Oral or verbal warnings, written warnings, Oral or verbal warnings, written warnings, suspension, and termination are the usual suspension, and termination are the usual disciplinary actions when a traditional disciplinary actions when a traditional progressive discipline system is instituted progressive discipline system is instituted within a hospitality organizationwithin a hospitality organization


ORAL OR VERBAL WARNINGORAL OR VERBAL WARNING

Usually the first stage of progressive discipline, Usually the first stage of progressive discipline, and it is primarily applied to employees how and it is primarily applied to employees how have committed minor violationshave committed minor violations

A hospitality business may or may not require A hospitality business may or may not require written documentation when a verbal warning written documentation when a verbal warning has been administered to an employeehas been administered to an employee

It is always a good idea for the manager or the It is always a good idea for the manager or the supervisor to make a notation about the warning, supervisor to make a notation about the warning, including the details of the violation, the date, including the details of the violation, the date, and a general transcript documenting the verbal and a general transcript documenting the verbal warning warning


WRITTEN WARNINGWRITTEN WARNING

A written warning details the A written warning details the infraction, the date and time, infraction, the date and time, what happened, and the what happened, and the potential consequences of potential consequences of future violations. future violations.

It is more permanent in nature It is more permanent in nature than the verbal warning, than the verbal warning,

The written warning may stay in The written warning may stay in the employee’s file for a period the employee’s file for a period of time, but most organizations of time, but most organizations will then remove it – usually will then remove it – usually within six to twelve months. within six to twelve months.

As violations become more serious in nature, so do the disciplinary actions administered by management


SUSPENSIONSUSPENSION There is very little agreement about whether or There is very little agreement about whether or

not suspending an employee is an effective not suspending an employee is an effective method for changing behavior since most hourly method for changing behavior since most hourly employees in the hospitality industry are likely to employees in the hospitality industry are likely to seek another comparable paying position at a seek another comparable paying position at a different hotel or restaurant different hotel or restaurant

Suspension may be an effective way to Suspension may be an effective way to discipline managers and supervisors who tend to discipline managers and supervisors who tend to be paid higher wages and who, presumably, be paid higher wages and who, presumably, would need more time to find a comparable would need more time to find a comparable position position


TERMINATIONTERMINATION

This final step may be management’s only This final step may be management’s only option if the employee’s behavior seriously option if the employee’s behavior seriously interferes with a department or the interferes with a department or the organization’s business operationsorganization’s business operations

Depending upon the seriousness of the Depending upon the seriousness of the infraction, the other steps in the progressive infraction, the other steps in the progressive discipline process may be altogether bypassed discipline process may be altogether bypassed and the employee may be terminated and the employee may be terminated immediately with no warning immediately with no warning


MANAGEMENT OVERSIGHT IS MANAGEMENT OVERSIGHT IS IMPORTANTIMPORTANT

The steps in the The steps in the progressive discipline progressive discipline process are almost always process are almost always initiated by the employee’s initiated by the employee’s immediate supervisor, but immediate supervisor, but typically require approval typically require approval by a higher-level manager by a higher-level manager in a smaller operation and in a smaller operation and by the human resources by the human resources department in larger department in larger organizations organizations


SIX DON’TS OF DISCIPLINESIX DON’TS OF DISCIPLINE

1.1. DON’T regard discipline as punishmentDON’T regard discipline as punishment

2.2. DON’T make discipline a “me against DON’T make discipline a “me against you” confrontationyou” confrontation

3.3. DON’T do too little too lateDON’T do too little too late

4.4. DON’T create rules “on the fly”DON’T create rules “on the fly”

5.5. DON’T take a non-progressive approach DON’T take a non-progressive approach unless unavoidableunless unavoidable

6.6. DON’T ignore the root causesDON’T ignore the root causes


FIVE DOS OF DISCIPLINEFIVE DOS OF DISCIPLINE

1.1. DO thoroughly investigateDO thoroughly investigate

2.2. DO confront the employeeDO confront the employee

3.3. DO get a commitmentDO get a commitment

4.4. DO use progressive discipline when DO use progressive discipline when possiblepossible

5.5. DO follow up on employee disciplineDO follow up on employee discipline


KNOWING WHEN TO TERMINATEKNOWING WHEN TO TERMINATE

1.1. Has the employee begun to take Has the employee begun to take advantage of you and the company?advantage of you and the company?

2.2. Is the employee a drain on morale in the Is the employee a drain on morale in the department and is he negatively affecting department and is he negatively affecting productivity?productivity?

3.3. If you delay an employee’s termination If you delay an employee’s termination are you creating an even bigger problem are you creating an even bigger problem for the future?for the future?


HAS THE EMPLOYEE BEGUN TO TAKE HAS THE EMPLOYEE BEGUN TO TAKE ADVANTAGE OF YOU AND THE ADVANTAGE OF YOU AND THE

COMPANY?COMPANY?

When it is clear that the employee is not When it is clear that the employee is not going to make any efforts to improve his going to make any efforts to improve his performance and behavior, then it is time performance and behavior, then it is time to terminate.to terminate.


IS THE EMPLOYEE A DRAIN ON MORALE IN IS THE EMPLOYEE A DRAIN ON MORALE IN THE DEPARTMENT AND IS HE NEGATIVELY THE DEPARTMENT AND IS HE NEGATIVELY

AFFECTING PRODUCTIVITY?AFFECTING PRODUCTIVITY?

Problem employees have a way of poisoning aProblem employees have a way of poisoning a manager’s relationship with everyone he comes manager’s relationship with everyone he comes into contact with: other employees, other into contact with: other employees, other managers, customers, and even suppliers. managers, customers, and even suppliers. Management runs the risk of losing its best Management runs the risk of losing its best employees when morale is low. When these employees when morale is low. When these factors are evident, it is time to terminate the factors are evident, it is time to terminate the employee. employee.


WOULD A DELAYING AN EMPLOYEE’S WOULD A DELAYING AN EMPLOYEE’S TERMINATION POTENTIALLY CREATE AN TERMINATION POTENTIALLY CREATE AN

EVEN BIGGER PROBLEM IN THE FUTURE?EVEN BIGGER PROBLEM IN THE FUTURE?

If management does not take immediate action, it sends If management does not take immediate action, it sends the message that the problem employee’s behavior is the message that the problem employee’s behavior is not really a “problem” at all. not really a “problem” at all.

It is difficult for a manager to terminate an employee, but It is difficult for a manager to terminate an employee, but

this practice provides legal ammunition for the employee this practice provides legal ammunition for the employee in the event that he is eventually terminated. If these in the event that he is eventually terminated. If these factors are evident, then it is time to terminate the factors are evident, then it is time to terminate the employee.employee.


AVOIDING LEGAL PROBLEMSAVOIDING LEGAL PROBLEMS

Is there a specific policy Is there a specific policy that supports the that supports the termination?termination?

Do management’s past Do management’s past practices support the practices support the termination?termination?

Another manager should Another manager should be presentbe present

Details should be kept Details should be kept confidentialconfidential


SUMMARYSUMMARY

Causes of employee Causes of employee discipline problemsdiscipline problems

Preventive and Preventive and corrective disciplinecorrective discipline

Progressive disciplineProgressive discipline

Dos and don’ts of Dos and don’ts of employee disciplineemployee discipline

Critical factors that Critical factors that help you know when help you know when it’s time to terminate a it’s time to terminate a problem employeeproblem employee

Legal guidelinesLegal guidelines

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved CHAPTER 14 Employee Discipline.

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Transcript of Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved CHAPTER 14 Employee Discipline.