Presentation#1

Syeda mustajab Zahra Asma farooq

Syeda mustajab

zahra Asma farooq

Topics

Topics

Discipline

Discipline

Seriousness of the problem

Duration of the problem

Frequency & Nature of the

problem

Extenuating Factors

Degree of Socialization

History of the Organization’s

Discipline Practices

Management Banking

Seriousness of the

problem

Duration of the problem

Frequency & Nature of the problem

Extenuating Factors

Degree of Socialization

History of the

Organization’s Discipline

Practices

Management Banking

General guide-line in administering discipline include a …

Make Disciplinary action corrective

rather than punitive.

Use a progressive discipline approach.

Follow the hot-stove rule.

Disciplinary Guidelines

Disciplinary Guidelines

Make discipline action corrective rather than punitive:The object of disciplinary action is not to deal out punishment. The objectis to correct an employee’s undesirable behavior. Use a progressive discipline approach:A system of improving employee behavior that consists of warning andpunishments that gradually become more severe. Hot-stove rule:Discipline, like the consequences of touching a hot-stove, should beimmediate, provide ample warning, be consist, & be impersonal.

The hot-stove rule consist of four element.

Immediate response

Advance warning

Consistent action

Impersonal application

The hot-stove rule consist of four element.

Immediate response

Advance warning

Consistent action

Impersonal application

Immediate response:The impact of a disciplinary actions meet all of these element every timediscipline is applied, As a result , it is a best that the disciplinary process begin with in a responsible time frame after the violation is noticed. Advance warning:The manager has a obligation to give advance warning prior to initiatingformal disciplinary action. This means the employees must be aware ofthe organization’s rules & accept its standards of behavior. Consistent action:Faire employee treatment also demands that disciplinary action be

Consistent.All the employees wants to know the limits of permissible behavior, & theylook to their manager’s action for such feedback. Impersonal application:The penalties should be connected with a given violation, not with thepersonality of the violator this is a discipline should be directed at whenemployees have done, not the employees themselves.

Hot-stove

Disciplinary Actions

dismissal

suspension

written/verbal warning

written warning

Written/ verbal warning:A written verbal warning is a temporary record of a reprimand

that isplace in the manager’s file on the employee. Written warning:First formal step of the disciplinary process. This is because the

writtenwarning becomes part of the employee’s official personnel file. Suspension:A period of time off from work as a result of a disciplinary process. Dismissal:A disciplinary action that results in the termination of a employee.

Disciplinary Actions

Discipline and Employee Rights

The most frequent violations requiring disciplinary action

attendance

dishonesty Job behaviors

outsideactivities

review all facts

set the stage

be very clear

allow a little dignity

let the employee talk

give severance pay

sign waiver of right to sue

When firing an employee

pay for earned time

have person leave that day

inform person of benefits

take protective steps (change

passwords, etc.)

inform staff of firing

pay for earned time

have person leave that

day

inform person of benefits

take protective

steps (change

passwords, etc.)

inform staff of firing

Review all facts: Be very familiar with documentation such as performance appraisals ,disciplinary actions & productry reports that led to this action.

• Set the stage: Call the employee into your office or another private setting. Have someone there was a witness. Darken your computer screen & silence your phones as this deserve your full attention.

Be very clear: Use language that leaves no doubt that employee is being terminated. Consider making notes so you don’t stray from your message. Review the performance problems and unsuccessful efforts to remedy the situation.

• Allow a little dignity: Suggest that the job may not have been the best match for the employee express hope that things will work out better in a new job & under different circumstances.

•Give a person a chance to respond , regardless of how uncomfortable it is for you ,but don’t get drawn into an argument or back down.

Let the employee

talk.

•Providing severance pay slightly softness the below, & is the decent way to behave .A good guideline is to weeks pay plus one additional weeks pay for every year of service

Give the severance

pay

•In addition to any severance , you are responsible any carned overtime & earned but unused vacations time or unused sick days

Immediately pay for

earned time

Have a person leave the day: it is unfair & uncomfortable for a terminated employee to continue to come to work . That would lower staff morale & the possibility always exists that the person could do damage to your company.

• Inform the person of any benifits : Terminated employees will be grateful to learn about any benefits they are entitled to , such as unemployment payments to or the ability to continue their medical insurance.

Take appropriate protective steps : Immediately change passwords for any computer programs the employee had excess to. Retrieve any keys that may have to premises.

• Tell other employees that the employee had been terminated: Other employees may need to know about the termination , but don’t give any details. It’s a private matter. At best ,you might appear to be a gossip. At worst , it could lead to legal problems.