Weaknesses CaseEssay Preview: Weaknesses CaseReport this essayAdministration in Healthcare ServicesCorrective Action PoliciesBy: Jeri MillerDate: July 2013Colorado Technical University OnlineIn most companies, corrective action policies involve four steps which are largely run in a liberal directive. Depending on the significance of the case, some violations or enactment problems might deserve avoiding one or more phases in the process. However, in such cases as attendance, the company would use the four-step process (UND, 2004). In this particular instance, there is an employee that has been late five times in a one-month cycle. The following is the systematic process that would be taken:
A good starting point in the planning and planning for a correction. First, the company should seek to minimize the disruption and confusion caused by the wrong conduct, e.g., by working with an outside consultant (such as a consultant in charge of a major department or project). The employee must show that they are not engaged in a pattern or practice of conduct that would not cause harm to other employees. Since employees can only become aware of this issue through the social media messages, e.g., a supervisor who has heard of the bad behavior may share the decision from two different perspectives, thus making it apparent just how many other misbehaving employees may also be at risk of being disciplined. If the department can identify and reduce the disruptive behavior only at a later date, then the employee can continue to perform his or her duties.Second, all employee must complete a series of reviews of their attendance and all performance evaluations. These take a “narrow and critical but continuous cycle” from the beginning of the four phases (A-B) through at least 14 weeks. This review then requires the employee to apply for a companywide waiver of the disciplinary requirement. This is a “double round” process, in which the employee cannot participate in all of the review stages indefinitely without providing an evaluation of his or her behavior. Thereafter, even if the employee has been caught or disqualified, a companywide waiver of the violation must be granted. In this case, the company must notify the court that corrective action policies are in effect or would be required.Third, the employee must have a record of his/her work in order to file a correction. The review must begin with proof of employment prior to and after the fact of the violations, e.g., a photo or other document of employment. These records may include: an arrestee’s arrest report or court records where he or she has been suspended or terminated, or arrest records in the public or workplace where he or she has been disciplined. Although the record of such activity would ordinarily be filed by a licensed attorney, there are two possibilities. If an employee fails to comply with the corrective procedure, he or she will likely be required to pay a fine or court-martial which will likely be assessed through a combination of court and company fees. The company may also receive monetary compensation (even if the employee’s failure constitutes a civil violation).If the employee has worked at a company that did not do corrective actions under the A-B phase or is in compliance with the corrective process, the employer must refund the money owed to the employee. An employee who receives a fine but not paid an injunction will be dismissed and placed on administrative leave for one year pending an appeal. After that, the employer can offer compensation to the
A good starting point in the planning and planning for a correction. First, the company should seek to minimize the disruption and confusion caused by the wrong conduct, e.g., by working with an outside consultant (such as a consultant in charge of a major department or project). The employee must show that they are not engaged in a pattern or practice of conduct that would not cause harm to other employees. Since employees can only become aware of this issue through the social media messages, e.g., a supervisor who has heard of the bad behavior may share the decision from two different perspectives, thus making it apparent just how many other misbehaving employees may also be at risk of being disciplined. If the department can identify and reduce the disruptive behavior only at a later date, then the employee can continue to perform his or her duties.Second, all employee must complete a series of reviews of their attendance and all performance evaluations. These take a “narrow and critical but continuous cycle” from the beginning of the four phases (A-B) through at least 14 weeks. This review then requires the employee to apply for a companywide waiver of the disciplinary requirement. This is a “double round” process, in which the employee cannot participate in all of the review stages indefinitely without providing an evaluation of his or her behavior. Thereafter, even if the employee has been caught or disqualified, a companywide waiver of the violation must be granted. In this case, the company must notify the court that corrective action policies are in effect or would be required.Third, the employee must have a record of his/her work in order to file a correction. The review must begin with proof of employment prior to and after the fact of the violations, e.g., a photo or other document of employment. These records may include: an arrestee’s arrest report or court records where he or she has been suspended or terminated, or arrest records in the public or workplace where he or she has been disciplined. Although the record of such activity would ordinarily be filed by a licensed attorney, there are two possibilities. If an employee fails to comply with the corrective procedure, he or she will likely be required to pay a fine or court-martial which will likely be assessed through a combination of court and company fees. The company may also receive monetary compensation (even if the employee’s failure constitutes a civil violation).If the employee has worked at a company that did not do corrective actions under the A-B phase or is in compliance with the corrective process, the employer must refund the money owed to the employee. An employee who receives a fine but not paid an injunction will be dismissed and placed on administrative leave for one year pending an appeal. After that, the employer can offer compensation to the
First written warning – is the formal manner of notifying the employee of the infraction which has occurred due to failure of executing the departmental duties in a timely fashion for late attendance. Normally, a first notice transpires after an individual has received consultation from the department manager associated to the matter, and it is anticipated to inspire the worker to alter their actions. Employee has received the first written warning for being tardy the allotted number of times according to the handbook. Employee received consultation from the supervisor, employee was asked to sign that they understood the content and reason for the warning. Employee received a copy of the notice.
Second written warning – is used when the infraction persisted and reached seven times tardy for work. Employee was advised that this particular behavior could not continue since it placed other employees in a stressful situation due to the workload. Likewise, the behavior was unacceptable since their work had to be shifted to other employees, or their work failed to be completed on time when required. Advised that if this behavior continued, the employee would receive disciplinary action up to and including discharge.
Third written warning (suspension without pay) – has be ordered for three scheduled workdays since employee has failed to correct the problem and been tardy for ten workdays in one month. This type of situation is handled in this manner since the employee failed to adhere to the previous warnings. However, the supervisor should consult with