Disciplinary Actions - Human Resources
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Transcript of Disciplinary Actions - Human Resources
8/3/2019 Disciplinary Actions - Human Resources
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Dana LoSasso
Margaret Pesikov
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The three meanings:◦ Treatment that punishes
◦ Orderly behavior in an organizational setting
◦ Training that molds and strengthens desirable conduct
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Organizational goals
Efficiency
Reduces absenteeism and tardiness
Safe and enjoyable work environment
Proper behavior
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Progressive Discipline
◦ Motivate an employee to correct misconduct voluntarily
Employees always know where they stand, whatimprovement is expected, and the consequences
Positive Discipline◦ Focus on early correction of misconduct
◦ Employee takes full responsibility
◦ Joint discussion with supervisor
◦ Reminders not reprimands1) Conference to find solution
2) Second conference – Why did solution not work?
3) Decision making leave
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Commitment
◦ Organizational goals
◦ Positive discipline- decision making leave
Congruence
◦ Increases agreeability◦ Organizational rules must be clearly stated
Competence
◦ Increases employee performance
Cost Effectiveness◦ Reduces social loafing
◦ Reduced liabilities
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Immediate proper documentation
Interview◦ Unions
Inaction:◦ May condone behavior
◦ Demotivates other employees
◦ Complaint may be disregarded
◦ Potential for a lawsuit to be filed upon discharge
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Corrects poor employee performance
Improves employee job attitudes and work behavior
Reduces sexual harassment, theft, absenteeism, drug andalcohol use etc.
Sets an example for other employees
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Get even or punish
Discourage workers
Difficult to justify later
Wrongful discharge suits are common
Discharging employees is costly
Personal attack
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Supervisors want to be liked
Lack of regular and candid performance reviews
Managers are uncertain of the facts
Lack of support from higher management May not have disciplined in the past
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Right to be free from discipline
Relating undesirable behavior to company reputation
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Can be terminated for inappropriate use of phones, email,internet use, illegal drugs, alcohol, sexual harassment etc.
Must inform employees
Refrain from provoking employees
Must be allowed due process
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Culture of trust and ethical behavior
Extensive guide on expected behavior
◦ Company wide knowledge of acceptable and
unacceptable actions This code “ensures consistency in how employees conduct
themselves within the company”
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Employees must sign and acknowledge that they read thecode of conduct and agree to abide by it
Ethics & Compliance committee
Committee adheres to confidentiality Impose discipline
Progressive Discipline
Serious offenses- suspension without pay, loss or reduction
of merit increase, or termination of employment Permanent records
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Disciplinary action was used unethically
Top management falsified accounting books
Potential whistleblowers were silenced/People whocollaborated were rewarded
People were disciplined/terminated /humiliated for notagreeing or standing up to top management
Enron executives were convicted and are serving jail
sentences
Serves as an example to other executives
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Review systems of discipline periodically and make suredisciplinary actions are in line with the law
Train management to ensure that disciplinary action isethical and implemented at the right time
Ensure that each issue is investigated thoroughly to preventfalse accusations and to allow employees to give their sideof the story
Keep thorough documentations of instances wheredisciplinary action was taken to justify future disciplinary
action if behavior did not change
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Bohlander & Snell, Managing Human Resources, 15thedition. Chapter 13: Employee Rights and Discipline
"Code of Business Conduct: Acting with Integrity Around theGlobe." The Coca-Cola Company . Coca-Cola, Mar.2008. Web. 21 Nov. 2011. <http://www.thecoca-colacompany.com/ourcompany/pdf/COBC_English.pdf>.
Tourish, Dr. Dennis. "Charismatic Leadership and CorporateCultism at Enron." Web. 21 Nov. 2011.<http://www.rickross.com/reference/general/general782.html>.