WEEK 14 Employee Discipline Grievance (1)

8/13/2019 WEEK 14 Employee Discipline Grievance (1)

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Lecturer: Patrick Han

Email: [email protected]

Employee Discipline &

Grievance

Managing People and PerformanceBM036-3.5-3
mailto:[email protected]:[email protected]


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BM036-3.5-3 MANAGING PEOPLE AND PERFORMANCE Page 2

Learning Outcomes

Describe waysof dealing with problematic

employees

Disciplinary process and termination

Describe ways of dealing with employees

problems


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1.0 Discipline at Work

The state of employees self control and

orderly conduct.

A procedure that corrects or punishes a

subordinatebecause a rule or procedurehas been violated.

The purpose is to encourage employees to

behave sensibly at work.

Discipline is called for when one of these

rules or regulations is violated.


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1.1 Cases


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1.2 Reasons for Discipline Action

Absenteeism Possession or use of

drugs or alcohol

Tardiness

Use of abusive languageor profanity

Sexual harassment

Falsifying employmentapplication

Racial slur Obscene or immoral

conduct

Falsifying companyrecords

Gambling

Damage to or loss ofmachines/materials

Theft

Unsatisfactoryperformance

Moonlighting

Participation in prohibitedstrike

Abusing or upsettingcustomers


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From Management Viewpoint

DISCIPLINE is action

taken against an

employee who has

violated the rules oforganisation or

performance has

deterioratedto the

point where corrective

action is needed.
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2 Types of Disciplinary Action

Poor job performance

or conduct that

negatively affects an

employeesperformance. Eg:Frequent or pro-longed

absenteeism or

negligence

Action that indicates

poor citizenship

Eg: Fighting, theft



Poor Performance

Persistent poor performances will necessitate

the use of disciplinary actions to rectify the

problems

Discipline: The state of employee self-control

and orderly conduct; indicates the extent of

genuine teamwork within an organisation

(Mondy, Noe & Premeaux, 2002)



QUIZ??

Minor or major misconduct?

-Absenteeism

-Drug use at work-Dress code at violation

-Theft

-Sleeping on the job-Physical assault



Dealing with Problem Employees

There are many ways to deal with problematic

employees:

Disciplinary action: The invoking of a

penalty against an employee who fails to meet

organisational standards or comply with

organisational rules



DISCIPLINE PROCESS



DISCIPLINARY ACTION PROCESS



Approaches to Disciplinary Action

The Hot Stove Rule The discipline is immediate with warning and is impersonal.

Gives consistent punishment

Positive Discipline A discipline procedure that encourages employees to monitor their

own behaviours and assume responsibility for their actions.

Progressive Disciplinary Action

An approach to disciplinary action designed to ensure that theminimum penalty appropriate to the offense is imposed



Approaches to Disciplinary Action

(contd)

Disciplinary Action without Punishment

A process in which a worker is given time off with pay to

thinkabout whether he or she wants to follow the rules

and continue working for the company

Problems of approach:

- Lack of training - Loss of friendship

- Fear - Time loss- Being the only one - Loss of temper

- Guilt - Rationalization



Progressive Discipline

A series of management interventions that

gives employees opportunities to correct

undesirable behaviours before being

discharged.

It increases in severity the longer the

undesirable behavioural persists.



Four Steps in a Progressive

Discipline Procedure

The employee has an unexcused absence from work. He receives a verbalwarning from the supervisor and is warned of harsher punishment if itrepeats.

VERBAL WARNING

After another unexcused absence , he receives a written warning, Thiswarning goes into the employees personnel file.

WRITTEN WARNING

If the employee fails to show up at work for two consecutive days, he issuspended from work without pay for a week. A final warning is givenalerting on possibility of termination.

SUSPENSION

If employee does not comply, he is discharged.

DISCHARGE



OFFENCES



Optional step prior to formal disciplinary

process:

Decision-making leave

A decision-making leave is a day of

contemplation that is paidand allows the

employee to stay home and decidewhether

working in this organization is what he or shereally wants to do.

Disciplinary Process and

Termination



FIVE (5)pitfalls to be avoided in theterminationof an employee

Disciplinary Process and

Termination



Pitfall #1:

Acceptance of poor performance

Suggestion: Do not ignore the problem,

address it immediately

FIVE (5) pitfalls to be avoided in the

termination of an employee



Pitfall #2:

Failure to get the message through

Suggestion: Be specificabout the performance

problem and the consequencesof not

addressing it effectively





Pitfall #3:

Performance standards are unrealistic

or unfair

Suggestion: Remind employeesof the fairnessof

the performance standard and provide

documentation of the poor performance




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Pitfall #4:

Negative affective reactions

Suggestion: Do not let emotional reactions derail

you from your missionsof describing the nature

of the problem, what needs to be done,and the

consequences of not doing so.


Termination of an employee


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Pitfall #5:

Failure to consult Human Resources

Suggestion: Consult with Human Resources

regarding legal requirement prior to termination




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Suggestions for the termination

meeting:

Be respectful

Get right to the point

Wish the employee well

Send the employee to HR

Have the employee leave immediately

Have the termination meeting at the end ofthe day


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Dealing with Employees Problems

Describe some of employee problems

These problems must be dealt with

properly in order to avoid demotivating the

staff
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Grievance

An employees dissatisfaction or feeling of

personal injusticerelating to his or her

employment.


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The Grievance Procedure

Common characteristics:

Grievances should be addressed promptly

Procedures and forms used for airinggrievances must be easy to utilize and well

understood by employeesand their

supervisors

Direct and timely avenues of appeal from

rulings of line supervisionmust exist


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Handling Grievance

Proper grievance procedures should beestablished and communicatedto employees in

every organisation
http://www.acponline.org/graphics/observer/feb2002/grievances_lg.jpg


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The Grievance Procedure (contd)

Arbitration It is the final step in most grievance procedures

The parties submit their dispute to an

impartial third party for resolution (e.g. Industrial

court in Malaysia)

Must provide proof that disciplinary action needed

Weaknesses of arbitration: Length of time long

High cost


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Alternatives for Action

Alternative dispute resolution:

Termination

Employment at will

Demotion as an alternative to termination

Downsizing and layoffs

Transfers, Resignations & Retirements


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Review Questions

1. Discuss reasons for disciplinary action. Explain withnecessary examples.

2. Describe what matters you would include in a new

disciplinary policy and procedure for your company andexplain why you include them.

WEEK 14 Employee Discipline Grievance (1)

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