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Transcript of © 2007, Educational Institute Chapter 7 Discipline Supervision in the Hospitality Industry Fourth...
![Page 1: © 2007, Educational Institute Chapter 7 Discipline Supervision in the Hospitality Industry Fourth Edition (250T or 250)](https://reader036.fdocuments.us/reader036/viewer/2022082612/56649f255503460f94c3c0f9/html5/thumbnails/1.jpg)
© 2007, Educational Institute
Chapter 7Discipline
Supervision in the Hospitality Industry
Fourth Edition
(250T or 250)
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© 2007, Educational Institute 2
Competencies forDiscipline
1. Identify common misconceptions about discipline.
2. Explain the purpose of disciplinary action.
3. Identify the components of a progressive disciplinary program.
4. Describe the steps supervisors should take when deciding whether to take disciplinary action.
5. Describe the steps supervisors should take when managing the disciplinary process.
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© 2007, Educational Institute 3
Myths about Discipline
• Discipline is a form of punishment.
• Being the boss means people have to do what you say.
• If you’re nice to your employees, you won’t need to discipline them.
• Every disciplinary situation must be handled in exactly the same way.
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© 2007, Educational Institute 4
Purpose of Discipline
• To modify behavior, not to punish
• To close the gap between an employee’s unacceptable behavior and the required standard of performance
• To give employees the opportunity to improve themselves and their behavior
• Supervisor’s role is that of a coach; not judge, jury, and executioner
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© 2007, Educational Institute 5
Progressive Discipline
1. Oral warning—either formal or informal
2. Written warning—copy placed in employee’s personnel file
3. Suspension—usually without pay
4. Discharge
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© 2007, Educational Institute 6
Discharge Decision Checklist
• Did the employee know what was expected?
• Were the rules clearly and fairly communicated to the employee?
• Did management explain why the rules were important?
• Were the rules that were broken reasonable and important to the organization?
(continued)
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© 2007, Educational Institute 7
Discharge Decision Checklist
• Is the evidence for the discharge substantial and reliable?
• Is the discipline equal to the seriousness of the offense?
• Did management make a sincere effort to identify poor performance and to correct behavior or actions?
• Is the disciplinary action taken for breaking this rule applied consistently to all employees?
(continued)
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© 2007, Educational Institute 8
When to Discipline?
Evaluate situations:
• Is the situation important enough to spend valuable time to correct?
• Did factors beyond the employee’s control cause the problem?
• Did the employee know better?
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© 2007, Educational Institute 9
Unacceptable Behavior
• That which results from a purposeful decision made by the employee (such as stealing, willful damage to equipment, or lying)
• That which is beyond the employee’s control (due to lack of training, improper tools, poor supervision, or other conditions)
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© 2007, Educational Institute 10
Gather Facts
• Did the employee knowingly break the rule?
• What were the consequences of the behavior?
• What is the employee’s disciplinary record?
• Is a temporary personal problem contributing to the discipline problem?
• Is the incorrect behavior or rule violation entirely the employee’s fault?
• Have you overlooked the behavior in the past, both in this employee and in others?
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© 2007, Educational Institute 11
Explore Possible Causes
• Who is involved?
• What rules were violated?
• Is there a pattern?
• Is the problem related to any specific time or shift?
• Is the problem related to any particular time of year? Holidays?
• How long has the problem existed? When did it start?
(continued)
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© 2007, Educational Institute 12
Explore Possible Causes
• Where is the problem occurring?
• Have any changes occurred that could have caused the problem?
• Are there other symptoms of this problem?
• How does the employee’s record compare with that of others?
• Were the rules posted, published, or otherwise known to the employee?
(continued)
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© 2007, Educational Institute 13
Managing the Disciplinary Process
1. Define the performance gap
2. Identify the cause of the problem
3. Agree on a solution
4. State the disciplinary action
5. Set a follow-up date
6. End on a positive note
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© 2007, Educational Institute 14
Define the Performance Gap
• Describe the unacceptable behavior
• Specify the performance standard—the acceptable behavior
• Restate relevant policies
• Summarize previous discussions
• Avoid general statements
• Don’t threaten, argue, or display anger
• Explain how you feel
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© 2007, Educational Institute 15
Identify the Cause of the Problem
• Ask why the unacceptable behavior occurred
• Actively listen
• Encourage the employee to provide more information
• Ask probing questions
• Avoid loaded questions
• Reach agreement on probable cause
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© 2007, Educational Institute 16
Agree on a Solution
• Ask the employee for improvement ideas
• Add your own suggestions
• Agree on a specific solution
• Set a timetable with specific target dates for improvement
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© 2007, Educational Institute 17
State the Disciplinary Action
• State the immediate action to be taken
• Explain future actions, if behavior does not improve
• Be specific
• Next disciplinary action should not be a surprise
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© 2007, Educational Institute 18
Set a Follow-Up Date
• Set a specific date and time for a follow-up meeting
• Regularly observe employee’s behavior
• Summarize the improvement plan in writing
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© 2007, Educational Institute 19
End on a Positive Note
• Offer support
• Express confidence in employee’s ability to improve
• Shake hands
• Communicate again with the employee before the end of the day