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Seriousness of the problem
Duration of the problem
Frequency & Nature of the
problem
Extenuating Factors
Degree of Socialization
History of the Organization’s
Discipline Practices
Management Banking
Seriousness of the
problem
Duration of the problem
Frequency & Nature of the problem
Extenuating Factors
Degree of Socialization
History of the
Organization’s Discipline
Practices
Management Banking
General guide-line in administering discipline include a …
Make Disciplinary action corrective
rather than punitive.
Use a progressive discipline approach.
Follow the hot-stove rule.
Disciplinary Guidelines
Disciplinary Guidelines
Make discipline action corrective rather than punitive:The object of disciplinary action is not to deal out punishment. The objectis to correct an employee’s undesirable behavior. Use a progressive discipline approach:A system of improving employee behavior that consists of warning andpunishments that gradually become more severe. Hot-stove rule:Discipline, like the consequences of touching a hot-stove, should beimmediate, provide ample warning, be consist, & be impersonal.
The hot-stove rule consist of four element.
Immediate response
Advance warning
Consistent action
Impersonal application
The hot-stove rule consist of four element.
Immediate response
Advance warning
Consistent action
Impersonal application
Immediate response:The impact of a disciplinary actions meet all of these element every timediscipline is applied, As a result , it is a best that the disciplinary process begin with in a responsible time frame after the violation is noticed. Advance warning:The manager has a obligation to give advance warning prior to initiatingformal disciplinary action. This means the employees must be aware ofthe organization’s rules & accept its standards of behavior. Consistent action:Faire employee treatment also demands that disciplinary action be
Consistent.All the employees wants to know the limits of permissible behavior, & theylook to their manager’s action for such feedback. Impersonal application:The penalties should be connected with a given violation, not with thepersonality of the violator this is a discipline should be directed at whenemployees have done, not the employees themselves.
Hot-stove
Written/ verbal warning:A written verbal warning is a temporary record of a reprimand
that isplace in the manager’s file on the employee. Written warning:First formal step of the disciplinary process. This is because the
writtenwarning becomes part of the employee’s official personnel file. Suspension:A period of time off from work as a result of a disciplinary process. Dismissal:A disciplinary action that results in the termination of a employee.
Disciplinary Actions
Discipline and Employee Rights
The most frequent violations requiring disciplinary action
attendance
dishonesty Job behaviors
outsideactivities
review all facts
set the stage
be very clear
allow a little dignity
let the employee talk
give severance pay
sign waiver of right to sue
When firing an employee
pay for earned time
have person leave that day
inform person of benefits
take protective steps (change
passwords, etc.)
inform staff of firing
pay for earned time
have person leave that
day
inform person of benefits
take protective
steps (change
passwords, etc.)
inform staff of firing
Review all facts: Be very familiar with documentation such as performance appraisals ,disciplinary actions & productry reports that led to this action.
• Set the stage: Call the employee into your office or another private setting. Have someone there was a witness. Darken your computer screen & silence your phones as this deserve your full attention.
Be very clear: Use language that leaves no doubt that employee is being terminated. Consider making notes so you don’t stray from your message. Review the performance problems and unsuccessful efforts to remedy the situation.
• Allow a little dignity: Suggest that the job may not have been the best match for the employee express hope that things will work out better in a new job & under different circumstances.
•Give a person a chance to respond , regardless of how uncomfortable it is for you ,but don’t get drawn into an argument or back down.
Let the employee
talk.
•Providing severance pay slightly softness the below, & is the decent way to behave .A good guideline is to weeks pay plus one additional weeks pay for every year of service
Give the severance
pay
•In addition to any severance , you are responsible any carned overtime & earned but unused vacations time or unused sick days
Immediately pay for
earned time
Have a person leave the day: it is unfair & uncomfortable for a terminated employee to continue to come to work . That would lower staff morale & the possibility always exists that the person could do damage to your company.
• Inform the person of any benifits : Terminated employees will be grateful to learn about any benefits they are entitled to , such as unemployment payments to or the ability to continue their medical insurance.
Take appropriate protective steps : Immediately change passwords for any computer programs the employee had excess to. Retrieve any keys that may have to premises.
• Tell other employees that the employee had been terminated: Other employees may need to know about the termination , but don’t give any details. It’s a private matter. At best ,you might appear to be a gossip. At worst , it could lead to legal problems.