Hlecture13

Hlecture13 - 1 DISCIPLINE - CORRECTIVE ACTION Professor...

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DISCIPLINE - CORRECTIVE ACTION Professor Bruce Fortado MAN 4301/6305 University of North Florida There is no discipline in many settings. Supervisors have a million excuses: such as, a lack of training in how to carry it out, supervisors fear they will not be backed up, superiors may say "no one else is doing it, why should I?," managers may be doing the same things (a lack of clean hands), supervisors may fear damaging friendships, valuable time is lost, emotional scenes may erupt (temper tantrums, arguments, etc.), and attitudes may exist like "The employee already knows he/she did the wrong thing, why beat him/her up?" Delayed reactions normally result in mounting frustrations. This makes overreaction later quite likely. At that time, the supervisor may be "out to get the ___ ____ ____." Such vendettas, while understandable, seriously damage morale. When an employee violates a rule or order, are we interested in preventing a future repetition, punishing the violation, or both? Can neat distinctions be drawn here? We need to consider both the power/control and behavioral implications. Perhaps one can get away without following the proper procedures based on the legal concept of “employment at will.” However, if you learn proper procedure, you will not have to worry about unemployment hearings, EEO charges, union grievances or unjust discharge suits. BASIC DISCIPLINARY PRINCIPLES (1) Employees must be informed about what is expected . -written rules and procedures -orders -well known social standards (theft, violence, etc.) (2) Due process requires supervisors fully investigate before taking any disciplinary action . Guilt cannot be presumed from the story of one side. One should not rush to judgment. An investigation after the fact is unlikely to be objective (people tend to justify what they have done). In severe cases (fear of violence, etc.), the accused can be suspended pending a final decision. (3) The "hot stove principle" = Discipline should be immediate, consistent and impersonal (it is seldom intense). (4) The "fairness principle" = Punishments should fit (a) the severity of the offense, and (b) the employees record (extenuating circumstances may be considered). (5) The known steps principle (the "slide rule principle") = The penalties for common infractions (e.g. absenteeism and tardiness) should be quantified and publicized to enhance predictability and remove supervisory judgment calls (i.e. potential inconsistencies) . 1
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(6) Punishment should have an instructional component . The document or discussion should clearly communicate what should be done. The focus should be placed on the behavior, not "the person." We are trying to help. (7) Punishment is most effective when it is administered by one's direct supervisor (clear lines of authority). One should avoid sending mixed messages. (8)
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This note was uploaded on 07/29/2011 for the course MAN 4301 taught by Professor Fortado during the Fall '09 term at UNF.

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Hlecture13 - 1 DISCIPLINE - CORRECTIVE ACTION Professor...

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