Discipline & Problem Employees

Chapter 6 Discipline & Problem Employees

I. Discipline Chapter 6

Discipline • A state of orderliness • The degree to which employees act according to expected standards of behavior Chapter 6

Discipline • Positive discipline • Condition that exists when employees generally follow the rules and meet standards • Positive self-discipline • Condition that exists when employees regulate their own behavior out of self-interest and a desire to meet standards Chapter 6

Ethics & Behavior Policies • Policies & consequences should be spelled out in writing • Corporate code of ethics • Policy manual • Ethics-reporting systems • Conflict-of-interest statements • Employee handbook • Rules of conduct Chapter 6

Types of Problem Performers • Doesn’t meet output or quality standards • dealt with during performance appraisals • Distracting or disruptive to normal operations Chapter 6

Distracting & Disruptive Behaviors • Absenteeism • Tardiness • Poor Attitude / Insubordination • Alcohol / Drug use • Horse playing / Unsafe behavior • Dress code violations Chapter 6

Employees Will Accept Discipline If: • It follows pre-established policies • It seems fair & just • It is applied consistently and equally Chapter 6

Supervisors & Discipline • Supervisors identify the wrongdoer & decide the penalty • Many employees see this as unfair • Great responsibility, requires impartiality & good judgment Chapter 6

Employees & Discipline • Employees feel better about the discipline system when: • They participate in its development • The rules make sense • Employee groups administer their own justice Chapter 6

Progressive Discipline • Discipline is most effective when applied constructively • Warning – oral reprimand • Written reprimand • Suspension • Discharge Chapter 6

Discipline • Problems rarely solve themselves • Listen – try to understand the problem • Maintain your composure • Your objective is to prevent future problems – not to hurt people Chapter 6

Preventing Problems • Preventing problems is more efficient than fixing problems Chapter 6

Behavior Modification – i.e. absences • State performance or disciplinary problem • Ask employee for his/her view of the problem • Ask employee for a solution • Agree on a plan to solve the problem • Give the employee a warning • Set up date for review Chapter 6

Discipline • How far supervisor can discipline depends on policies & labor contracts. • Facts, not feelings, should determine disciplinary actions. Chapter 6

Warnings • Warnings can be effective if they’re not idle threats. • Use warnings as opportunity for constructive criticism • Keep a written record of all warnings Chapter 6

Some Actions Require Immediate Action • Ex: drinking, sleeping • Temporary suspension while further action is determined • Past work record can be considered Chapter 6

If You Must Discharge an Employee: • Do it privately – but have a witness • Document • Be tactful & assertive – don’t argue • Give details of their rights & employee benefits • Respond to questions • Have a plan to communicate your actions to the rest of the department Chapter 6

II. Troubled Employees Chapter 6

Troubled Employees • Most people have short-term problems that affect performance • Ex: funerals • Some have prolonged lapses from stress • Problem is usually emotional Chapter 6

Troubled Employees • Severely disturbed employees should be referred to the organization’s personal assistance program • Personal problems become a supervisor’s concern when an employee’s performance becomes unsatisfactory, not when it declines. Chapter 6

Troubled Employees • Emotional distress is demonstrated by anger, hostility, and/or withdrawal • Accident-prone – usually victims of bottled-up emotions • Work addiction is often used to retreat from reality Chapter 6

Workaholics • Tend to be non-productive & may reduce output of others by adding stress • Usually moral, ambitious, honest, & loyal • Need therapy to improve: • self-understanding • creativity • flexibility • balance of work & home Chapter 6

Safety • Safety is more important than emotions in a work setting • Don’t sacrifice safety to try to pamper an emotionally disturbed employee Chapter 6

Troubled Employee Behaviors • Symptoms vary but reactions are generally the same • Perpetually dissatisfied, worried, tire easily • Some drink, do drugs, insubordinate, & quick tempered • Flee from reality • Overuse sick leave • Paranoid • Blame others for their problems Chapter 6

Stress • Even emotionally healthy people can encounter stress Chapter 6

Causes of Stress • Physical environment – noise, odors, light, discrimination, boredom • Physiological environment – anxiety over job security, etc. • Psychosocial – friction with coworkers Chapter 6

To Identify Troubled Employees: • Preoccupation • Irritability • Increased accidents • Increased rudeness • More absences • More tardiness • Increased fatigue • Reduced production • Reduced work quality • Excess waste • Difficulty in absorbing information • must repeat instruction Chapter 6

Counseling • limited assistance given by supervisor to troubled employee • Supervisor’s goal: try to increase productivity by decreasing anxiety Chapter 6

Counseling • Create an empathetic atmosphere. Let them know: • You are trying to help • You are not fishing for reasons to fire them • Help them recognize & release pressures that are affecting performance. • First, start with problems closest to the job i.e. job anxiety, friction • Then, within limits, those outside the job Chapter 6

If Marital problem is causing stress • Don’t try to fix the marriage. • Help them recognize that they have to work (need $) anyway, and their performance must return. Chapter 6

Rules to Counseling • Let employee control direction of session • Give undivided attention • Listen patiently • Show attention & empathy • Don’t argue, interrupt, criticize, or offer advice Chapter 6

Rules to Counseling • Look for deeper meaning • Use silence to encourage elaboration • Hide surprise or judgment • Use open-ended questions • Reflect feelings they show Chapter 6

Counseling • Never mix counseling session with other business • Results take time • Don’t expect appreciation • employees will feel they solved their own problems • If employee voluntarily brings a problem to you, your best bet is to just listen Chapter 6

References • If you’ve met with an employee a couple of times, and you don’t think you can help them, refer them to someone else: • Personal assistance program • Professional counselor • Psychiatrist Chapter 6

III. Absenteeism Chapter 6

Absenteeism • Taylor estimates: 20% of absences are voluntary & unnecessary • Related to Job Satisfaction Chapter 6

Absenteeism Prevention • Make absenteeism rules clear • Penalize consistently • Try to solve problems that cause absences • try to  job satisfaction Chapter 6

Counsel The Frequently Absent Who: • Have problems getting to work – real or imagined • Have off-job pressures, problems, or pleasures (i.e. hobbies) • Are easily led or misled (sheep) • Think their work is boring, bad, or unnecessary • Have bad work relationships • Have the habit of being absent or late – undisciplined or lazy Chapter 6

Absenteeism • It is difficult to successfully counsel the habitually absent. Chapter 6

IV. Substance Abuse Chapter 6

Substance Abuse • Early recognition increases chance of success in counseling • Professional help is often needed Chapter 6

Alcoholics • Absences spread throughout the week • Tardiness usually isn’t the issue – they choose to stay home Chapter 6

Rules for Counseling Alcoholics: • Don’t apologize for confronting them • Encourage explanations • It is an illness, not a moral issue • Moderation isn’t an option • no control of their illnesses • Don’t be distracted by excuses • Don’t accept that they are already getting help Chapter 6

Rules For Counseling Alcoholics • Give opportunities to get treatment & rehab • they deserve a chance • Emphasize that your concern is their work performance • Tell them that the decision to accept help is their decision • Give them a chance to get help • let them know that their job is hinging on it Chapter 6

Drug Abuse • Counseling is generally the same as with alcoholics • You have the added responsibility of trying to prevent the sale & use of drugs on the job. Chapter 6

For Employees in Counseling: • Allow employee to decide if & when to tell other employees • Avoid other special treatment • Expect employee to follow all rules, regulations, & standards Chapter 6

Drug & Alcohol • Until safety is compromised, or productivity drops below standard, actions are voluntary for supervisor & employee. • After: the supervisor must take action & can require the employee to get help. • Again: Never compromise safety. Chapter 6

V. Coping with Difficult Behavior Chapter 6

Hostile-Aggressives • Hostile-aggressive behavior occurs when individuals bully other people by bombarding them with cutting remarks, or by throwing a tantrum when things do not go their way. • KEY: Recognize the behavior and do not be drawn into it yourself. Chapter 6

Discipline & Problem Employees