Mc connell pp_ch18
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Mc connell pp_ch18 Presentation Transcript

  • 1. Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • 2. Chapter 18 Disciplining: Correction of Behavior
  • 3. Discipline
    • The essential purpose of most disciplinary action is correction of behavior .
  • 4. Counseling vs. Disciplining
    • Disciplining and counseling are closely interrelated. Counseling is often an informal first step prior to the actual disciplinary process.
  • 5. Class I: Minor Infractions
    • First offense—Oral warning
    • Second offense—Written warning
    • Third offense—1-day suspension
    • Fourth offense—3-day suspension
    • Examples: Absenteeism, tardiness
  • 6. Class II: More Serious Infractions
    • First offense—Written warning
    • Second offense—3-day suspension
    • Third offense—Discharge
    • Examples: Unexcused absence, smoking violation
  • 7. Class III: Still More Serious Infractions
    • First offense—Written warning
    • Second offense—Discharge
    • Examples: Insubordination, Falsification of records, Sexual harassment
  • 8. Class IV: Most Serious Infractions
    • First offense—Discharge
    • Examples: Fighting; Theft; Absence without notice for 3 consecutive days (“3 days no-call, no-show”)
  • 9. Reward-to-Risk Ratio
    • Some employees break rules because they feel they can get away with it. However, if enforcement is consistent and conscientious, the “risk” becomes greater than the “reward” and behavior modifies accordingly.
  • 10. Progressive Discipline
            • Oral warning or oral reprimand
            • Written warning or written reprimand
            • Suspension or probation
            • Discharge
  • 11. Oral Warning
    • The initial step in the formal progressive disciplinary process. Although “oral,” the supervisor must retain a (possibly temporary) record of the discussion.
  • 12. Written Warning
    • More serious; sometimes leads to discharge for certain infractions.
    • The written warning becomes a long-lasting and sometimes permanent record.
  • 13. Written Warning
    • Although the text provides the recommend contents of a written warning report, you will usually find that most of today’s employers have a specific printed form for this purpose.
  • 14. Suspension or Probation
    • Suspension or probation may be an interim step in the disciplinary process, depending entirely on the infraction, the individual’s record, and other circumstances.
  • 15. Discharge
    • This is of course the most severe action available. About discharge, it can be said that it only “corrects behavior” in that it removes the source of the offending behavior and thus prevents repetition by that individual.
  • 16. Legal Challenges
    • Legal challenge to discharge may come as:
    • A denial of the offending behavior
    • A charge of inconsistent application
    • A claim that full due process was bypassed
    • A charge that the action was discriminatory
    • A claim for unemployment benefits the person is not entitled to
  • 17. Less Formal Disciplinary Measures
    • withholding or delaying pay increases,
    • denying promotions,
    • reducing performance ratings to reflect declining performance,
    • placing the employee on probation,
    • demoting or transferring the employee,
  • 18. Less Formal Disciplinary Measures
    • denying requests for educational support or time off,
    • withdrawing special privileges or authority,
    • providing unpleasant assignments,
    • canceling special projects, and
    • removing an individual from teams, committees, or other work groups.
  • 19. Non-punitive Discipline
    • An approach that places more responsibility on the employee and places the future in the employee’s hands.
    • Not at all widely used; more theory than practice.
    • Is often seen as “rewarding” errant behavior.
  • 20. Sound Disciplinary Practices
    • Make certain all employees know the rules.
    • Do not let misconduct or misbehavior become habitual.
    • Do not act before acquiring facts, and never proceed on secondhand information.
    • Always reprimand in private.
  • 21. Sound Disciplinary Practice
    • Do not play “Do as I say, not as I do.” Rather, serve as a role model for behavior.
    • Use punishment only as a last resort.
    • Use either progressive according to the policies of the organization.
    • At all times remain aware of your goal in delivering disciplinary action.
  • 22. For the Supervisor
    • You should know:
    • exactly what the unacceptable behavior is and what rule has been violated,
    • any mitigating circumstances,
    • the scope of your authority, and
    • how similar offenses have been handled in the past.
  • 23. For the Supervisor (more)
    • You should assume that:
    • employees want to do good work,
    • employees perceive some benefit from their unacceptable behavior,
    • you or others may be partly to blame, and
    • you ordinarily have multiple corrective options available.
  • 24. For the Supervisor (more)
    • You must act:
    • quickly once you have the facts,
    • appropriately, consistently and fairly,
    • by using punishment only as a last resort,
    • by selecting appropriate penalties,
    • by documenting,
    • getting the terminated employee off premises
  • 25. As a Supervisor, Do Not:
    • let bad habits develop,
    • act before all the facts are available,
    • be apologetic,
    • use imprecise terminology,
    • hide behind “management,” or
    • trap yourself into a series of oral warnings for the same problem with the same employee.
  • 26. Getting Rid of Deadwood
    • Be careful ---
    • If a poorly-behaving employee has gotten away with this behavior in the past, to avoid problems you should put the employee on notice of the need to improve, and begin counseling and disciplining from scratch.