Employee Relations and Employee Discipline Essay

The Importance of Employee Relations
There are several issues on which an individual cannot take decisions alone. Work becomes easy if it is shared among all
The organization becomes a happy place to work if the employees work together as a family. An individual feels motivated in the company of others whom he can trust and fall back on whenever needed. Healthy employee relations also discourage conflicts and fights among individuals. A healthy employee relation reduces the problem of absenteeism at the work place. It is wise to share a warm relation with your fellow workers, because you never know when you need them.

Prevention of Employee misconduct
1. Setting an example by their own conduct, maintaining high professional and ethical standards. 2. Providing a high-quality work environment
3. Establishing and communicating clear guidelines concerning their expectations for the operation of their office 4. Establishing objective, understandable, obtainable, and measurable performance standards and communicating them clearly to employees 5. Monitoring performance and giving frequent feedback

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6. Holding employees accountable for results and recognizing and rewarding good performance 7. Providing opportunities for individual growth and development

Categories of Difficult/Problem Employees
1. Ineffective employee/with unsatisfactory performance
2. Rule Violators
3. Illegal or dishonest acts
4. With Personal Problems
5. Substance abuse

Discipline or Infraction Cases
1. Against Person
2. Against Property
3. Orderliness/good conduct
4. Attendance and punctuality
5. Morality
6. Conflict of interest
7. Non-performance
8. Honesty/integrity

Addressing Employee Conduct Problems (How to Discipline an Employee?) Steps
1. Why Discipline?
2. Be Specific
3. Put it in Context
4. Specify Changes
5. Provide support
6. Disciplining your friends

Approaches to Discipline
1. Hot Stove Rule by Douglas McGregor
a. Warning system – before any behavior occurred, consequences are communicated for undesirable behavior b. Immediate burn – discipline must occur immediately after undesirable act. c. Consistency – same undesirable act will be disciplined similarly d. Impersonal – disciplinary action is directed against the act, not at the person. 2. Progressive Discipline

Goal: build a discipline program that progress from less severe to more severe in terms of punishment. Purpose: Instill in the employee an opportunity for self-correction in order to avoid further infractions. Major Requirements:

Presumption of innocence until reasonable proof is presented Right to be heard and represented
Punishment must fit the crime
3. Positive/Corrective Discipline
Future oriented
Follows the infraction of a rule
Objectives:
Positive in nature
Reforming the offender
Deterring others from committing the same infractions
Maintaining the smooth flow of effective group standards
4. Negative Approach
Punitive effects on an desirable behavior
Purpose:
Punish employees for mistakes
Remind others of the consequences of wrongdoing
Problem: Motivates employees to achieve only the minimum acceptable performance 5. Preventive Discipline
Encourage employees to follow standards and rules so that infractions do not occur. Basic Objective: Encourage self-discipline through the self-actualization of its employee needs and wants 6. Counseling Approach

Employees can be constructively corrected without penalty
First violators – private discussion
Second violators – corrective approach
Third violators – evaluation of the whole management schema Focus: Fact finding and guidance to encourage desirable behavior.

Elements of a Discipline Program
1. Code of Conduct
2. Knowledge of disciplinary punishments
3. Appeal Procedure
4. Reservation of Right
5. Fair Discipline

The Disciplinary Process (Progressive Discipline)
1. Informal Talk
2. Verbal Warning
3. Verbal Reprimand
4. Written Reprimand
5. Suspension
6. Demotion
7. Discharge/Dismissals
Grounds for Dismissal
a. Unsatisfactory performance
b. Misconduct/insubordination
c. Lack of qualifications for the job
d. Changed requirements of the job

Dealing with Dismissals
1. Senior Management Approval
2. The need for a business related rationale
3. Pre-termination review of the personnel file
4. Communicating the discharge decision
5. Exit interviews
6. Severance agreement and releases

Due Process
The concept that employees have the right to be treated fairly when being disciplined Employees are aware of the company’s policy and the consequences of violating those expectations of the company Consequences must be predicable and consistent

Investigate all incidences before taking action
Employees have the right to be heard and have the situation explained from their point of view Lessen legal confrontation

Discipline Mistakes
1. Being inconsistent
2. Losing your temper
3. Praising too little or too much
4. Avoiding disciplinary action entirely

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