WEEK 14 Employee Discipline Grievance (1)
Transcript of 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
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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
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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)
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QUIZ??
Minor or major misconduct?
-Absenteeism
-Drug use at work-Dress code at violation
-Theft
-Sleeping on the job-Physical assault
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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
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DISCIPLINE PROCESS
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DISCIPLINARY ACTION PROCESS
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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
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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
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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.
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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
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OFFENCES
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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
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FIVE (5)pitfalls to be avoided in theterminationof an employee
Disciplinary Process and
Termination
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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
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Pitfall #2:
Failure to get the message through
Suggestion: Be specificabout the performance
problem and the consequencesof not
addressing it effectively
FIVE (5) pitfalls to be avoided in the
termination of an employee
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Pitfall #3:
Performance standards are unrealistic
or unfair
Suggestion: Remind employeesof the fairnessof
the performance standard and provide
documentation of the poor performance
FIVE (5) pitfalls to be avoided in the
termination of an employee
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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.
FIVE (5) pitfalls to be avoided in the
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
FIVE (5) pitfalls to be avoided in the
termination of an employee
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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
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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.