Disciplining Problem Employees

What is Disciplining ?

 The term disciplining refers to a condition in the organization when employees conduct
themselves in accordance with the organization’s rules & standards of acceptable
behavior.

 However, not all employees accept the responsibility of self-discipline. These employees
would require some degree of extinctive disciplinary action.

Types of Discipline Problems:

1. Attendance

 These days attendance has become a serious disciplinary problem. WHY ?

 Firstly, employees cannot relate to their work or to the organization, the result is
attendance. In other words, there is miss match with worker’s goal with those of the
organization.

 Secondly, we observe changing attitude toward employment. For many people, work is
not their central life interest.

 Thirdly, new entrants into the work force possess different backgrounds. We see rapid
movement of minorities & women into the job market.

 Fourthly, it is obvious that many employees believe that earned sick-leave has to be
consumed, regardless of whether they are ill or not.

2) On-the-job Behavior

 On-the-Job behavior includes, in-subordination, horseplay, fighting, gambling, failure to

use safety devices, carelessness, & last but not the least abuse of alcohol & drugs.

 Most of the above actions reflect direct infraction of organization rules.

  These actions are not difficult to identify because they represent a clear violation of an
organization’s acceptable standard of behavior. So, corrective action should be
immediately taken.

3) Dishonesty

 Although not out of the more widespread problems confronting (in U.S.) management,
dishonesty has traditionally resulted in most severe disciplinary actions.

 Findings reflect different cultures view dishonesty from different perspective.

 We must keep in mind dishonest act reflects directly on employee’s character.

 It is assumed rightly or wrongly, that an employee who lies or steal once cannot be
trusted & must therefore be separted from the organization.

 Examples: Meteorologist –Degrees????

Dean –Colorado ????

4) Outside Activities

 Activities the employees engage in outside of their work, but which either affect their on-
the-job performance, or generally reflect negatively on the organization’s image.

 Unauthorized strike activity, outside criminal activities, working for competing

organization, bad-mouthing, questioning organization’s key values in public are some
examples fall into this category.

Before Disciplining Action: Put the Problem in Perspective

1. Seriousness of the Problem

 How severe is the problem ? Dishonesty is of course more serious than reporting to work
late.

2) Duration of the Problem

 Have there been other discipline problems in the past, & over how long a time span ?
3) Frequency & nature of the problem

 Is the current problem part of an emerging or continuing pattern of discipline infraction ?

 Continual infraction may require a different type of discipline that applied to isolated
instances of misconduct may also point out a direction that demands far more severe
discipline in order to prevent a minor problem becoming a major one.

Employee’s work history

 How long has the employee worked for the organization, & what has been quality of
his/her performance? For Example: Employee has only worked 3 months whereas
another employee has been working for last 25 years. For same offense both should not
be disciplined in similar fashion.

4) Extenuating Factors

 Are there extenuating circumstances related to the problem ?

Ex: Student A could not submit his assignment because of oversleeping & student B’s
grandmother passed away. Should both the students be disciplined same way ?

5) Degree of Socialization

 To what extent has the management made an earlier effort to educate the person causing
the problem about the existing discipline rules & procedures & the consequences of
violations ?

 It will be expected from a 25 year old veteran to know the rules better than a newcomer.

 It is advantageous to have formalized written rules because any legal action is easier to
take.

6) History of the Organization’s Discipline Practices

 How have similar infractions been dealt with in the past within the department ?

 Within the entire organization ?

  Has there been consistency in the application of discipline procedures ?

7) Implications for Other Employees

 What impact will the discipline selected have on other workers in the unit ?

 Any narrow or single action may sometimes lead to bigger problem or become beginning
of another problem.

8) Management Backing

 If employees decide to take their case to higher level in management, will you have
reasonable evidence to justify your decision ?

 Will the top management stand by your decision ?

Disciplinary Actions

Oral Warning

 The mildest form of discipline is best achieved if completed in a private & informal
environment.

 The manager should begin by clearly informing the employee of the rule that has been
violated & the problem that this violation has caused.

 Ex: Being late several time

 If this approach is ineffective than management may go for further official disciplinary
action.

 It is good idea to make temporary record of this action.

 Date>Purpose>Outcome

Written Warning

 First formal stage of the discipline procedure because the writing warning becomes part
of the employee’s official file (permanent record).
  The procedure is same as oral warning but only difference is that the discussion
concludes with the employee being told that a written warning will be issued.

 Then the manager writes up the warning – stating the problem, the rule that has been
violated, any acknowledgement by the employee to correct her behavior, & the
consequences from a recurrence of the deviated behavior.

Suspension

 Usually applied only if the prior steps have been implemented without desired outcome.

 Exceptions do take place when occasional violation demands prompt action.

 Suspension could be for 1 day or more.

 Some organizations skip this step because it can have negative impact on employees or
organization.

 Loss of skilled, unique or vital employee can effect performance level.

 From employee’s standpoint, return after suspension will be more unpleasant & develop
negative frame of mind.

 However, without pay has the potential to be a rude awakening to problem employees

 Employees however get the message that mgmt is serious & they tend to accept
responsibilities.

Demotion

 If suspension has not been effective & management

wants to strongly avoid dismissing the problem employee, demotion may be an alternative.

 Few organizations use demotion as a disciplinary measure, probably because e it tends to

demoralize not only employees but the co- workers as well.
Pay Cut

 This approach usually has a demoralizing effect on the employee, but it has been
suggested as a rational action by management if the only other alternative is dismissal.

 From the organization’s perspective, dismissal means lose of individual’s experience &
background. Training & hiring cost may exceed the benefit of hiring new employees at a
lower salary. In that case, Pat Cut becomes a logical disciplinary option.

Dismissal

 Dismissal should be used only for the most serious offences.

 It may be the only feasible alternative when an employee’s behavior is so bad as to

seriously interfere with a department or organization’s operation.

 Dismissal decision should be given long & hard consideration – Why ??

 From an employee’s perspective, it might be difficult to find new job, may go through
emotional trauma and may require retraining.