Managing unsatisfactory employee performance requires balancing employee and management rights. Progressive discipline involves documenting performance issues, giving opportunities to improve, and disciplining if problems persist. Principals should demonstrate fairness, integrity, and consistency. Difficult employee behaviors like absenteeism and insubordination may stem from personal issues, disabilities, or emotions. Managers should understand triggers for their own emotional responses and communicate concerns to employees clearly while staying calm. Prevention and open communication can help address issues early on.

1. Leading Staff & Managing Unsatisfactory Performance Understand the origins and the scope of employee rights and management rights. Explain why there must be a balance management’s rights and employees’ rights when designing employment policies. Understand the relationship between employer / employee and distinguish it from employment at will. Distinguish between progressive discipline procedures and positive discipline procedures. Managing Discipline

2. Apply fair standards to a case of staff misconduct and justify the use of discipline. Manage difficult people who challenge their leaders with such problems as poor attendance, low performance, insubordination, and substance abuse. Avoid disciplinary actions by taking a proactive and strategic approach to managing your staff . Managing Discipline

3. The performance problems have been documented and have been brought to the attention of the employee The employee has been given the opportunity to improve, and After a reasonable period of time, the problems have not been rectified. Management Rights Performance as Cause

8. Popular Irrational Beliefs

13. A Summary Master Plan

15. Communicate Concerns : Use the “3 F’s” - fair, forthright and firm - Fair - (1) how he/she has treated other employees for similar infractions (2) whether the employee understood your expectations and the consequences for failing to meet them (3) whether there are extenuating circumstances which might explain the behavior (4) whether the employee has any past discipline issue. Forthright – Ensure that the employee is notified of your real concerns . Firm – Ensure that employee understands that changes must be made.