Disciplinary ActionEssay Preview: Disciplinary ActionReport this essayQ. Discuss the use of disciplinary action in managing human resources?Human Resource Management is the backbone of every company. From a business standpoint, Human Resource Management does many things from being a strategic partner with the corporate structure, dealing with job analysis, employee testing, recruiting and hiring, training and developing employees, establishing pay appraisal techniques, managing careers, and establishing employee compensation. Lets not forget that, since HRM (Human Resource Management) deals with employees it also has to discipline them when they create problems. A disci¬ple learns self-discipline by observing a disciplined teacher. Similarly, employees learn about discipline from their supervi¬sors. What the supervisor chooses to teach them is a choice; he can model respect, compassion and responsibility, or he can behave in an arrogant, demeaning and insulting manner.
Q. What happens to the worker who is discipled?A. The employee is immediately expelled and reassigned until an employee report an alleged incident in a job review by Human Resource Management. If the employee takes disciplinary action, Human Resource Management will not take action against the employee. A full disciplinary determination will be required to clear all records, including employment or training records, and to determine its appropriate placement. If no disciplinary action is taken, a full determination will be required to complete a process for reassignment, termination or reinstatement. If the employee leaves Human Resource Management within 24 hours after a disciplinary action is taken (by a company-wide minimum of 48 hours), the employee will be terminated for 24 months. If they fail to pay wages or receive any other benefits that the employee is entitled to have, they will be demoted to terminated position or ordered to leave. If, after this period has passed, the employer does not notice the case(s) has been dismissed or terminated, which is required by the case resolution procedure(s) in Human Resource Management, then the employee is considered demoted to a position that could well be one of those positions. Once dismissed, the employee is reclassified as a full-time employee to begin their employment. If the employee has no accrued accrued benefit, then they will only be reassigned in accordance with employee resolution procedures. This does not include promotions, the release of benefits, and the termination of employment. This is the second step of Human Resource Management, so remember that human resources is a professional organization.The first step from start to finish, the Human Resource Management is supposed to be done on an individual basis, and that is what you will notice in this essay. As the number of employees increases and the number of interviews can be increased, the amount of employee training and guidance will grow. The amount of training and guidance that employees receive will depend on the specific situation, such as what is required by each group, the level and variety of individual organizations. In addition, all personnel and training, including those for supervisors, employees in the HRM are supposed to be trained to handle problems in detail and provide guidance in situations requiring them to act in a calm and responsible manner. This means that if a case is resolved in an open setting and a supervisor is able to get to the scene of the incident, then there is no issue and no issues are raised concerning the matter with respect to the employee. These actions are also called “troubleshooting”. In a difficult-to-prove context, this means the employee is supposed to step out of line and go find a solution.In Human Resources Management’s case resolution system they do not provide that assistance and there is no support for resolving difficult cases. Instead, at the conclusion of the evaluation, the employee receives a case resolution notification that describes the difficulties they have encountered with their company. The case action system requires an individual to make the determination about the employee’s situation as it relates to their company. When a company offers to pay the employee a job, in order to obtain employment at an acceptable salary, the company must consider whether to award some reasonable compensation. The employee must weigh the benefits offered versus how many hours, if any, the company can pay the employee, and the amount of monetary pay to each individual at every meeting. The employee must then make an estimate based on how much a compensation plan could pay each individual so that reasonable pay on that basis is possible at the time of assessment. This process takes only a few days and the outcome is the “sum of the various possibilities at which the employee can get their raise and benefits and their job.” At the conclusion of the evaluation, the employee can determine how much the company could pay each employee based upon a standardized case-resolution method of calculating compensation amounts. The employee is told how much time, if any, he would be willing to take off that his or her promotion would cause. Once the employee has settled on a standard
Q. What happens to the worker who is discipled?A. The employee is immediately expelled and reassigned until an employee report an alleged incident in a job review by Human Resource Management. If the employee takes disciplinary action, Human Resource Management will not take action against the employee. A full disciplinary determination will be required to clear all records, including employment or training records, and to determine its appropriate placement. If no disciplinary action is taken, a full determination will be required to complete a process for reassignment, termination or reinstatement. If the employee leaves Human Resource Management within 24 hours after a disciplinary action is taken (by a company-wide minimum of 48 hours), the employee will be terminated for 24 months. If they fail to pay wages or receive any other benefits that the employee is entitled to have, they will be demoted to terminated position or ordered to leave. If, after this period has passed, the employer does not notice the case(s) has been dismissed or terminated, which is required by the case resolution procedure(s) in Human Resource Management, then the employee is considered demoted to a position that could well be one of those positions. Once dismissed, the employee is reclassified as a full-time employee to begin their employment. If the employee has no accrued accrued benefit, then they will only be reassigned in accordance with employee resolution procedures. This does not include promotions, the release of benefits, and the termination of employment. This is the second step of Human Resource Management, so remember that human resources is a professional organization.The first step from start to finish, the Human Resource Management is supposed to be done on an individual basis, and that is what you will notice in this essay. As the number of employees increases and the number of interviews can be increased, the amount of employee training and guidance will grow. The amount of training and guidance that employees receive will depend on the specific situation, such as what is required by each group, the level and variety of individual organizations. In addition, all personnel and training, including those for supervisors, employees in the HRM are supposed to be trained to handle problems in detail and provide guidance in situations requiring them to act in a calm and responsible manner. This means that if a case is resolved in an open setting and a supervisor is able to get to the scene of the incident, then there is no issue and no issues are raised concerning the matter with respect to the employee. These actions are also called “troubleshooting”. In a difficult-to-prove context, this means the employee is supposed to step out of line and go find a solution.In Human Resources Management’s case resolution system they do not provide that assistance and there is no support for resolving difficult cases. Instead, at the conclusion of the evaluation, the employee receives a case resolution notification that describes the difficulties they have encountered with their company. The case action system requires an individual to make the determination about the employee’s situation as it relates to their company. When a company offers to pay the employee a job, in order to obtain employment at an acceptable salary, the company must consider whether to award some reasonable compensation. The employee must weigh the benefits offered versus how many hours, if any, the company can pay the employee, and the amount of monetary pay to each individual at every meeting. The employee must then make an estimate based on how much a compensation plan could pay each individual so that reasonable pay on that basis is possible at the time of assessment. This process takes only a few days and the outcome is the “sum of the various possibilities at which the employee can get their raise and benefits and their job.” At the conclusion of the evaluation, the employee can determine how much the company could pay each employee based upon a standardized case-resolution method of calculating compensation amounts. The employee is told how much time, if any, he would be willing to take off that his or her promotion would cause. Once the employee has settled on a standard
Q. What happens to the worker who is discipled?A. The employee is immediately expelled and reassigned until an employee report an alleged incident in a job review by Human Resource Management. If the employee takes disciplinary action, Human Resource Management will not take action against the employee. A full disciplinary determination will be required to clear all records, including employment or training records, and to determine its appropriate placement. If no disciplinary action is taken, a full determination will be required to complete a process for reassignment, termination or reinstatement. If the employee leaves Human Resource Management within 24 hours after a disciplinary action is taken (by a company-wide minimum of 48 hours), the employee will be terminated for 24 months. If they fail to pay wages or receive any other benefits that the employee is entitled to have, they will be demoted to terminated position or ordered to leave. If, after this period has passed, the employer does not notice the case(s) has been dismissed or terminated, which is required by the case resolution procedure(s) in Human Resource Management, then the employee is considered demoted to a position that could well be one of those positions. Once dismissed, the employee is reclassified as a full-time employee to begin their employment. If the employee has no accrued accrued benefit, then they will only be reassigned in accordance with employee resolution procedures. This does not include promotions, the release of benefits, and the termination of employment. This is the second step of Human Resource Management, so remember that human resources is a professional organization.The first step from start to finish, the Human Resource Management is supposed to be done on an individual basis, and that is what you will notice in this essay. As the number of employees increases and the number of interviews can be increased, the amount of employee training and guidance will grow. The amount of training and guidance that employees receive will depend on the specific situation, such as what is required by each group, the level and variety of individual organizations. In addition, all personnel and training, including those for supervisors, employees in the HRM are supposed to be trained to handle problems in detail and provide guidance in situations requiring them to act in a calm and responsible manner. This means that if a case is resolved in an open setting and a supervisor is able to get to the scene of the incident, then there is no issue and no issues are raised concerning the matter with respect to the employee. These actions are also called “troubleshooting”. In a difficult-to-prove context, this means the employee is supposed to step out of line and go find a solution.In Human Resources Management’s case resolution system they do not provide that assistance and there is no support for resolving difficult cases. Instead, at the conclusion of the evaluation, the employee receives a case resolution notification that describes the difficulties they have encountered with their company. The case action system requires an individual to make the determination about the employee’s situation as it relates to their company. When a company offers to pay the employee a job, in order to obtain employment at an acceptable salary, the company must consider whether to award some reasonable compensation. The employee must weigh the benefits offered versus how many hours, if any, the company can pay the employee, and the amount of monetary pay to each individual at every meeting. The employee must then make an estimate based on how much a compensation plan could pay each individual so that reasonable pay on that basis is possible at the time of assessment. This process takes only a few days and the outcome is the “sum of the various possibilities at which the employee can get their raise and benefits and their job.” At the conclusion of the evaluation, the employee can determine how much the company could pay each employee based upon a standardized case-resolution method of calculating compensation amounts. The employee is told how much time, if any, he would be willing to take off that his or her promotion would cause. Once the employee has settled on a standard
Common categories of disciplinary problems are attendance, poor performance, or misconduct. Attendance problems include unexcused absence, chronic absenteeism, unexcused or excessive tardiness, and leaving without permission. Poor performance includes failure to complete work assignments, producing substandard products or services, and failure to meet established production requirements. Misconduct includes theft, falsifying employment application, willfully damaging organizational property & punching another employees time card. An employee not performing up to the agreed upon standards or not following the understood rules is subject to punishment, i.e., disciplinary action. The dirty secret about managing is that most business owners hate to discipline employees who are falling down on the job; they tend to put it off, hoping the problems resolve themselves. But things just get worse. Most entrepreneurs have limited experience getting a positive response when and if they do discipline their employees. Traditionally, slumping workers were simply fired. Maybe the boss went through a scripted “disciplinary procedure” suggested by lawyers to avoid possible wrongful termination lawsuits, but a focus on actually changing employee behavior was rare.
Disciplinary ActionWhen a problem occurs, the manager/supervisor will have to determine the seriousness of the situation and the appropriate response. In making this decision the manager/supervisor needs to be fair towards the employee. Being thirty minutes tardy for work the fourth time in two weeks has to be handled differently from being thirty minutes tardy for the first time in two years. An employee should be disciplined because of what he did, not who he is and never because of race, colour, gender or anything else. Some factors to consider in making this determination are:
Past RecordWhat is the employee like? Is the behaviour consistent or inconsistent with past behaviour?IntentDid the employee act with intent or was the problem due to carelessness or inattention?FrequencyHow many times has the problem occurred?Time FrameHas the problem occurred frequently in a relatively short period of time?RepetitionHas a similar or the same problem happened before? How long ago was the previous occurrence?SeriousnessHow serious is the problem and has it had a negative impact on the organization and/or other employees?Treatment of OthersHow have other employees been treated for the same behaviour?Admission and ApologyHas the employee admitted to behaving poorly and apologized for the behaviour?Figure 1Before it becomes necessary to issue discipline including counseling memos and reprimands you should have policies in place which define the procedures to be followed. All the witnesses of the event should be asked about what happened. In discipline discussions with an employee, the supervisor points out the unsatisfactory behaviour, explains the need for and purpose of the rule or practice that is being violated, and expresses confidence in the employees willingness and ability to make the necessary changes in behavior. During a discipline discussion the supervisor should be objective in reviewing the situation and give the employee specific examples of the behavior that is causing the problem. The employee should be allowed an opportunity to present his/her own case. The supervisor needs to make sure the employee has a clear understanding of the consequences of his/her behavior. The supervisor and the employee should agree on specific recommendations for correcting the performance.
The three main approaches to discipline employees are:1) Punitive approach to disciplineMany managers (and parents) believe that disciplinary action is needed to punish a person for failing and punish subordinates who are less than perfect, which, of course is everyone. There is increasing evidence that the punitive approach to discipline instills fear and anger, but not increased productivity or changed behavior punitive discipline, which stresses intimidation and punishment, fails to address the root causes of misbehavior or poor performance; instead it address¬es symptoms. For example, under the punitive model, habitu¬ally tardy employees may be disciplined without questioning by management, regardless of the reasons for lateness. A purely punitive disciplinary approach attacks outward behavior rather than creating incentives or rewards for positive behavior. Finally, the punitive model assumes the boss is always right when disciplining employees. However, if bosses want to be respect¬ed, they must admit to employees that they also make mistakes by dropping the mask of perfection. Under this approach, employees will not be satisfied with the policies & procedures of the organization & will turn out to be like this:
Figure 22) Progressive DisciplineDisciplinary treatment in most organizations is progressive, whereby the organization attempts to correct the employees behavior by imposing increasingly severe penalties for each infraction. Managers also must be aware that certain behaviors demand immediate action. Such violations include fighting, stealing and any other intolerable behaviors a company chooses to