Employee Discipline

1. Presented by
DR. RHEA LOWELLA S. FISER,RPsy,RPm,CSIOP
EMPLOYEE DISCIPLINE

2. HR
FUNCTIONS/PLANING
Lesson 9:
Employee
Discipline

3. Objectives
3
By the end of this lesson, you will be able to:
What is Employee Engagement? Why does it
matter?
What are the principles behind Employee
Engagements
What is the role of HR and OD in Employee
Engagements?
What are some best practices of Employee
Engagements intervention?

4. Objectives
4
By the end of this lesson, you will be able to:
What is Employee Engagement? Why does it
matter?
What are the principles behind Employee
Engagements
What is the role of HR and OD in Employee
Engagements?
What are some best practices of Employee
Engagements intervention?

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Presented by: DR RHEA LOWELLA S. FISER 5
Question to Ponder!
What is Employee Engagement?
Why does it matter?

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Presented by: DR RHEA LOWELLA S. FISER 6
Question to Ponder!
What is Employee Engagement?
Why does it matter?

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What is Employee
Engagement?
Employee Engagement is a
workplace approach resulting
in the right conditions for all
employees to give their best
each day, committed to
organizations goal and
motivated

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What is Employee
Engagement?
Employee Engagement is a
workplace approach resulting
in the right conditions for all
employees to give their best
each day, committed to
organizations goal and
motivated

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What is Employee Engagement?
Employee engagements is an
emotional state where employees
feel passionate, energetic and
committed to that work. This
translates into employees who give
their hearts, minds and hands to
deliver a high level of performance
to the organization

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What is Employee Engagement?
Employee engagements is an
emotional state where employees
feel passionate, energetic and
committed to that work. This
translates into employees who give
their hearts, minds and hands to
deliver a high level of performance
to the organization

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Affective Commitment
Employee remain because they want to………
 Develop due to personal involvement identification
with relevant target and value congruence.

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Affective Commitment
Employee remain because they want to………
 Develop due to personal involvement identification
with relevant target and value congruence.

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Continuance Commitment
Employee remain because they want to………
 Develop as a result of accumulated investments, or side
bets that would be lost if the individuals discontinued a
course of action or chose an alternative to the present
course.

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Continuance Commitment
Employee remain because they want to………
 Develop as a result of accumulated investments, or side
bets that would be lost if the individuals discontinued a
course of action or chose an alternative to the present
course.

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Normative Commitment
Employee remain because they want to………
 Develop as a function of cultural and organizational
socialization and the receipt of benefits that activate a
need to reciprocate

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Normative Commitment
Employee remain because they want to………
 Develop as a function of cultural and organizational
socialization and the receipt of benefits that activate a
need to reciprocate

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Why does Employee
Engagement Matter?
Is the key to competitive
advantage for businesses
Competitors will find it
hard to imitate
It was makes employees
stay and perform well.

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Why does Employee
Engagement Matter?
Is the key to competitive
advantage for businesses
Competitors will find it
hard to imitate
It was makes employees
stay and perform well.

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ENGAGED employees work with passion
and feel a profound connection to their
company. They drive innovation and move
the organization forward.
NOT ENGAGES employees are essentially
“checked out.” They’re sleepwalking through
their workday, putting time—but not energy or
passion—into their work
ACTIVELY DISENGAGED employees aren’t just
unhappy at work; they’re busy acting out their
unhappiness. Everyday, these workers
undermine what their engaged coworkers
accomplish

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ENGAGED employees work with passion
and feel a profound connection to their
company. They drive innovation and move
the organization forward.
NOT ENGAGES employees are essentially
“checked out.” They’re sleepwalking through
their workday, putting time—but not energy or
passion—into their work
ACTIVELY DISENGAGED employees aren’t just
unhappy at work; they’re busy acting out their
unhappiness. Everyday, these workers
undermine what their engaged coworkers
accomplish

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OPPORTUNITY GROUP FULLY DISENGAGED
Generally feel
underutilized
Spend significant time taking
care of personal needs.
Do just enough to get by
and not get in trouble
Pay is a big reason why you
stay
Bored and frustrated at
work
Make sarcastic jokes about
work
Speak poorly about
company and leaders
Look for ways to find
blame

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OPPORTUNITY GROUP FULLY DISENGAGED
Generally feel
underutilized
Spend significant time taking
care of personal needs.
Do just enough to get by
and not get in trouble
Pay is a big reason why you
stay
Bored and frustrated at
work
Make sarcastic jokes about
work
Speak poorly about
company and leaders
Look for ways to find
blame

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41. DR RHEA LOWELLA S. FISER
09951100143
rheasantillan@live.com
Thank You