The document proposes rebranding "progressive discipline" to "structured achievements" to focus on positively addressing performance issues through setting clear expectations, providing feedback and documentation, and supporting employees to meet goals within a set timeframe in order to improve performance and avoid unnecessary terminations. It argues this approach helps employees understand why good performance is important while reducing costs compared to allowing subpar performance or replacing employees.
It's time to rebrand Progressive Discipline to Structured achievementsLarry Miller
The document discusses rebranding progressive discipline as a process of structured achievements. It argues that progressive discipline is often implemented in a negative way that leads to termination, but can be more effective if framed as steps to help employees improve performance. A simple example is provided of addressing issues with a receptionist through setting clear performance standards and documenting discussions, rather than using warnings. The document advocates for a collaborative approach that acknowledges achievements while addressing job requirements.
Fear can be a pretty powerful motivator, but it can also be destructive. Yes, today’s unemployment figures can make every day at the office feel like a cliff-hanger, but the reality is that fear exists in the good times as well as the bad. As human beings, we want to do a good job and we’re essential afraid of doing badly. Afraid of losing our jobs, being demoted, or just disappointing the boss.
This document provides 10 ways for managers to lose reputation with employees and 10 ways to earn a good reputation. Some reputation-losing behaviors include not giving employees time off, blaming others for mistakes, only providing criticism but no praise, yelling at employees, and showing favoritism. Reputation-earning behaviors include communicating clear goals, following through on commitments, providing honest feedback, making the workplace safe for open communication, treating employees with kindness, and giving frequent positive feedback.
BUSS_213_Week_7___Final_Submission_and_Portfolio_Project_ReflectionLorie Francisco
This memo discusses potential age discrimination issues regarding an employee termination. It notes that the company is located in an at-will employment state, allowing termination for any non-discriminatory reason. However, the 67-year-old terminated employee could have grounds for an age discrimination suit under the Age Discrimination in Employment Act (ADEA) if the company cannot demonstrate she was actually overqualified for the position as stated. The memo advises documenting the overqualification claim and warns against retaliation for filing an ADEA charge. The Older Workers Benefit Protection Act is deemed not applicable in this non-benefit case. References to relevant discrimination laws are provided.
This document discusses empowerment and delegation in the workplace. It provides several key points:
1. Shared decision making can improve decision quality, worker motivation and ownership. However, delegation requires a balance - workers should work with direct supervisors on daily issues but also feel they can bring concerns to higher levels of management.
2. Delegation works best when done gradually, allowing employees to take on more responsibility as they succeed at tasks. Supervisors must ensure employees understand assignments before fully delegating.
3. When delegating, supervisors should provide clear communication and follow up to ensure tasks are completed as expected. Tools like work order forms can help with delegation, assignment of priorities, and follow through.
Disgruntled employees could affect the company's overall productivity. Before it gets out of hand, here are some clues that should be settled at the earliest opportunity to avoid bigger problems.
The document discusses factors that influence employee job satisfaction. It describes job satisfaction as how content an employee is with their job or aspects of their job. Researchers note job satisfaction can be affective (feelings about the job) or cognitive (thoughts about the job). Stress is a major cause of low job satisfaction, which can be caused by unreasonable workloads, lack of tools to do the job, and fear of losing one's job. Organizations can improve job satisfaction by focusing on engagement, compensation, benefits, relationships, career development, training, and job security. Job satisfaction is also related to work behaviors like absenteeism, turnover, and adjustment. Environmental factors like communication and relationships with supervisors also influence satisfaction. Individual
This document discusses communication in organizations. It begins by defining communication and its importance for coordinating activities to achieve individual and group goals. It then outlines effective communication methods like listening, speaking, and preparation. It discusses the benefits of good communication and examples of poor communication. It also explores different forms of communication in corporations like bulletin boards, newsletters, television, and email. Finally, it discusses some challenges to communication like expectations, selectivity, and distractions, and emphasizes that communication should be a continuous, systematic process within an organization.
It's time to rebrand Progressive Discipline to Structured achievementsLarry Miller
The document discusses rebranding progressive discipline as a process of structured achievements. It argues that progressive discipline is often implemented in a negative way that leads to termination, but can be more effective if framed as steps to help employees improve performance. A simple example is provided of addressing issues with a receptionist through setting clear performance standards and documenting discussions, rather than using warnings. The document advocates for a collaborative approach that acknowledges achievements while addressing job requirements.
Fear can be a pretty powerful motivator, but it can also be destructive. Yes, today’s unemployment figures can make every day at the office feel like a cliff-hanger, but the reality is that fear exists in the good times as well as the bad. As human beings, we want to do a good job and we’re essential afraid of doing badly. Afraid of losing our jobs, being demoted, or just disappointing the boss.
This document provides 10 ways for managers to lose reputation with employees and 10 ways to earn a good reputation. Some reputation-losing behaviors include not giving employees time off, blaming others for mistakes, only providing criticism but no praise, yelling at employees, and showing favoritism. Reputation-earning behaviors include communicating clear goals, following through on commitments, providing honest feedback, making the workplace safe for open communication, treating employees with kindness, and giving frequent positive feedback.
BUSS_213_Week_7___Final_Submission_and_Portfolio_Project_ReflectionLorie Francisco
This memo discusses potential age discrimination issues regarding an employee termination. It notes that the company is located in an at-will employment state, allowing termination for any non-discriminatory reason. However, the 67-year-old terminated employee could have grounds for an age discrimination suit under the Age Discrimination in Employment Act (ADEA) if the company cannot demonstrate she was actually overqualified for the position as stated. The memo advises documenting the overqualification claim and warns against retaliation for filing an ADEA charge. The Older Workers Benefit Protection Act is deemed not applicable in this non-benefit case. References to relevant discrimination laws are provided.
This document discusses empowerment and delegation in the workplace. It provides several key points:
1. Shared decision making can improve decision quality, worker motivation and ownership. However, delegation requires a balance - workers should work with direct supervisors on daily issues but also feel they can bring concerns to higher levels of management.
2. Delegation works best when done gradually, allowing employees to take on more responsibility as they succeed at tasks. Supervisors must ensure employees understand assignments before fully delegating.
3. When delegating, supervisors should provide clear communication and follow up to ensure tasks are completed as expected. Tools like work order forms can help with delegation, assignment of priorities, and follow through.
Disgruntled employees could affect the company's overall productivity. Before it gets out of hand, here are some clues that should be settled at the earliest opportunity to avoid bigger problems.
The document discusses factors that influence employee job satisfaction. It describes job satisfaction as how content an employee is with their job or aspects of their job. Researchers note job satisfaction can be affective (feelings about the job) or cognitive (thoughts about the job). Stress is a major cause of low job satisfaction, which can be caused by unreasonable workloads, lack of tools to do the job, and fear of losing one's job. Organizations can improve job satisfaction by focusing on engagement, compensation, benefits, relationships, career development, training, and job security. Job satisfaction is also related to work behaviors like absenteeism, turnover, and adjustment. Environmental factors like communication and relationships with supervisors also influence satisfaction. Individual
This document discusses communication in organizations. It begins by defining communication and its importance for coordinating activities to achieve individual and group goals. It then outlines effective communication methods like listening, speaking, and preparation. It discusses the benefits of good communication and examples of poor communication. It also explores different forms of communication in corporations like bulletin boards, newsletters, television, and email. Finally, it discusses some challenges to communication like expectations, selectivity, and distractions, and emphasizes that communication should be a continuous, systematic process within an organization.
Reboarding employees after major workplace disruptions like the COVID-19 pandemic requires careful consideration and planning. Managers must discuss flexible work policies, provide mental health resources for anxious employees, and ensure consistent communication of new guidelines. Role-playing discussions can help managers address individual issues sensitively. While handbook updates are still in progress, clear communication of roles and responsibilities is important to reduce confusion. Offering flexible ramp-up schedules can help hesitant employees return to work gradually while resolving childcare issues. Overall, reboarding requires building trust and supporting employees through unprecedented challenges.
The document outlines bad habits that HR professionals should avoid, including gossiping about sensitive employee information, unintentionally leaking private details, failing to provide clear job expectations and benefits information to employees, weak hiring practices, forgetting to follow up on employee requests, lacking recognition programs, establishing too many rules, failing to address rule breakers or unproductive staff, playing referee in employee disputes, not trusting employees, not applying policies to their own team, delivering bad news by email, playing favorites, and excessive or inappropriate joking. By identifying and avoiding these detrimental behaviors, HR professionals can better focus on their core responsibilities and strengths to help the entire company.
CPS Project 2 Final (Formatted Draft 1)Kyle Weitzel
This document discusses a motivation analysis conducted for Coffee Waves, a local coffee shop, to help them retain high quality employees. Surveys of Coffee Waves employees found that while feedback was good, rewards were lacking. Specifically, employees felt rewards were not worth the effort, that favorites were played, and promotions were infrequent. The analysis concluded that Coffee Waves needs to better link intrinsic and extrinsic motivation by creating job descriptions, conducting evaluations, and providing meaningful rewards beyond praise to improve employee retention.
This document lists 10 dumb things that managers do. It discusses pushing too much work onto employees through unnecessary reports and meetings. It also discusses managers who act as slackers and don't pull their own weight. Additionally, it discusses only listening to complainers, sharing too much personal information, making assumptions without asking employees, gossiping about staff, failing to communicate important information, asking employees to do personal work, misusing performance reviews, and lacking decisiveness. The document is written by a human resources manager providing advice to avoid these common management mistakes.
In this file, you can ref useful information about example performance appraisal such as example performance appraisal rates, small example performance appraisal, example performance appraisal calculator … If you need more assistant for example performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal words such as performance appraisal words methods, performance appraisal words tips, performance appraisal words forms, performance appraisal words phrases … If you need more assistant for performance appraisal words, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal images such as performance appraisal images methods, performance appraisal images tips, performance appraisal images forms, performance appraisal images phrases … If you need more assistant for performance appraisal images, please leave your comment at the end of file.
This document discusses factors that affect work such as ability, standards, knowledge, feedback, and environment. It also discusses the responsibilities of employers and workers, including employers providing a safe work environment, training, and addressing risks, and consulting with employees. Common disputes in the workplace can arise from poor communication, personality clashes, different work styles or values, or unhealthy competition. The document emphasizes that those in loss prevention fields must maintain high ethical standards and conduct themselves with integrity. Continually building knowledge provides a strong foundation for professional growth and future success.
This document provides an overview of job stress, its causes, and techniques for managing it. It discusses how job stress is defined, what can cause it such as difficult working conditions, relationships, and workload. It also outlines techniques for tackling job stress such as relaxation methods, changing negative thinking, and using social support. The document is authored by James E. Porter, the president of a stress management training company, and provides his background and expertise in dealing with job stress.
1. The document discusses signs that indicate a toxic work environment, including feeling exhausted after work, having work-related bad dreams, and disliking one's job or career path.
2. Some potential causes of a toxic workplace are managers displaying a "do-it-my-way" attitude, high staff turnover, low employee morale, and excessive micromanaging.
3. The document provides recommendations for addressing a toxic work environment, such as hiring an independent HR advisor to conduct an anonymous employee survey and review the workplace culture, looking for ways to improve interactions and respect among staff.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
The document discusses effective communication skills for coworkers and supervisors. It emphasizes traits like cheerfulness, empathy, and dependability that foster positive relationships. Teamwork is important, with characteristics like shared goals and open communication. Supervisor relationships require understanding leadership styles and expectations. Electronic communication tools require proper etiquette. Overall relationships and productivity benefit when workers fit in, avoid gossip or resentment, and use communication skills to support common goals.
The FRISK documentation model provides guidelines for supervisors to document unsatisfactory employee performance. It is a progressive process that aims to improve performance through coaching while also building an evidentiary record. The FRISK acronym stands for the components supervisors should include when documenting an issue: Facts, Rules, Impact, Suggestions, and Knowledge. Supervisors are advised to be specific about factual details, reference policies violated, explain the adverse impact, provide directives for improvement, and include an acknowledgment of the employee's right to respond. The goal is to support positive behavioral change or potential disciplinary action in a fair and consistent manner.
The document discusses grievances in the workplace, including the characteristics, causes, types, and grievance processes. Grievances refer to any real or perceived injustice felt by an employee regarding their employment. Common causes include economic issues, work environment problems, supervision concerns, and organizational changes. The grievance process typically involves oral complaints, written grievances, escalation to employee relations, and potential arbitration.
New Work Habits For A Radically Changing WorldEdgar Navarro
The document provides 13 ground rules for managing one's job during times of radical change in the workplace. It summarizes that the world of work is changing rapidly due to globalization, new technologies, and increased competition. To succeed, workers must adapt by becoming quick-change artists, committing fully to their work, accepting ambiguity, and continually upgrading their skills. The rules emphasize taking responsibility for outcomes, adding value as a service provider, and embracing change. Overall, the rules advise workers to take charge of their own career success in a work environment being rapidly transformed.
Could your workplace culture be toxic at least in the eyes of some employees without you even knowing it? Perhaps not, but it's best not to leave that to chance. A toxic workplace damages people, productivity and your future ability to attract good employees. Here's what you need to know.
This document discusses 10 ways that employers can lose otherwise winnable employment law cases. These include sending reactive emails without thinking, failing to monitor former employees' access after termination, providing inaccurate testimony at unemployment hearings, not taking employee complaints seriously, failing to properly document actions, giving inaccurate performance evaluations, not ensuring important information reaches HR, mishandling EEOC charges, failing to discipline poor performing employees, and mishandling electronic discovery obligations regarding preserving relevant documents and communications. The document provides examples for each way employers can lose cases and recommends best practices for employers to avoid these pitfalls.
This document discusses job satisfaction and dissatisfaction. It defines job satisfaction as having a positive attitude towards one's job, while dissatisfaction is a negative attitude. It measures job satisfaction based on the nature of work, supervision, pay, promotion opportunities, and coworker relations. Common causes of dissatisfaction are low salaries, lack of promotions, unfair rewards, age, education level, supervision, work groups, and working conditions. The document also discusses specific causes of demotivation for employees in the BPO sector, such as odd working hours, lack of work-life balance, lack of appreciation, too much work, and health issues. Ways for employees to express dissatisfaction include voicing concerns, remaining loyal, neglecting work
The document discusses implementing progressive discipline in a positive way through structured achievements rather than negative warnings. It argues that addressing issues as they arise helps improve performance and avoids bigger problems later on. The article provides examples of how to have constructive discussions with employees about meeting clear performance standards and documenting the progress. The key is communicating job expectations and providing feedback and training to help employees improve.
In politics, business, and education, individuals need to be held .docxbradburgess22840
In politics, business, and education, individuals need to be held accountable for their actions. Unfortunately, too many people do not know what it means to be accountable. This chapter discusses the concepts of accountability and workplace relationships. The concepts of empowerment, responsibility, and accountability are all about personal choices. These personal choices not only impact how successfully you will perform at work but have a tremendous impact on workplace relationships.
In chapter 5 we discussed power bases and how workplace power affects politics and ethical behavior. Employees in the workplace have power. Unfortunately, many people in the workplace do not use their power appropriately or at all. As companies place an increased focus on quality and performance, correct decision making by employees becomes more and more important.
Empowerment is pushing power and decision making to the individuals who are closest to the customer in an effort to increase quality, customer satisfaction, and, ultimately, profits. The foundation of this basic management concept means that if employees feel they are making a direct contribution to a company's activities, they will perform better. This will then increase quality and customer satisfaction.
Consider the case of a manager for a retail customer service counter telling his employee to make the customer happy. The manager feels he has empowered his employee. However, the next day, the manager walks by the employee's counter and notices that the employee has given customers refunds for their returns, even when the return did not warrant a refund. The boss immediately disciplines the employee for poor performance. Didn't the employee do exactly what the manager asked the employee to do? Did the manager truly empower his employee? The answer is no. Telling someone to do something is different than showing someone the correct behavior. The employee interpreted the phrase "make the customer happy" differently from the manager's intention. The proper way for the manager to have empowered the employee would have been to discuss the company's return policies, role-play various customer scenarios, and then monitor the employee's performance. If or when the employee made errors through the training process, the wrong behavior should have been immediately corrected while good performance should have immediately received positive reinforcement.
When you, as an employee, demonstrate a willingness to learn, you have taken responsibility. Responsibility is accepting the power that is being given to you. If you are not being responsible, you are not fully utilizing power that has been entrusted to you. The concept of empowerment and responsibility is useless without accountability. Accountability means that you will report back to whoever gave you the power to carry out that responsibility. Employees at all levels of an organization are accountable to each other, their bosses, their customers, and the com.
HOW TO DEAL WITH ENTITLED EMPLOYEES – A FOUR STEP PROCESSJeff Butler
Managers often face situations where employees have an absurd level of entitlement, leaving managers correct entitlement behavior. In those situations, what should a manager do in order to avoid destroying the managerial relationship?
Reboarding employees after major workplace disruptions like the COVID-19 pandemic requires careful consideration and planning. Managers must discuss flexible work policies, provide mental health resources for anxious employees, and ensure consistent communication of new guidelines. Role-playing discussions can help managers address individual issues sensitively. While handbook updates are still in progress, clear communication of roles and responsibilities is important to reduce confusion. Offering flexible ramp-up schedules can help hesitant employees return to work gradually while resolving childcare issues. Overall, reboarding requires building trust and supporting employees through unprecedented challenges.
The document outlines bad habits that HR professionals should avoid, including gossiping about sensitive employee information, unintentionally leaking private details, failing to provide clear job expectations and benefits information to employees, weak hiring practices, forgetting to follow up on employee requests, lacking recognition programs, establishing too many rules, failing to address rule breakers or unproductive staff, playing referee in employee disputes, not trusting employees, not applying policies to their own team, delivering bad news by email, playing favorites, and excessive or inappropriate joking. By identifying and avoiding these detrimental behaviors, HR professionals can better focus on their core responsibilities and strengths to help the entire company.
CPS Project 2 Final (Formatted Draft 1)Kyle Weitzel
This document discusses a motivation analysis conducted for Coffee Waves, a local coffee shop, to help them retain high quality employees. Surveys of Coffee Waves employees found that while feedback was good, rewards were lacking. Specifically, employees felt rewards were not worth the effort, that favorites were played, and promotions were infrequent. The analysis concluded that Coffee Waves needs to better link intrinsic and extrinsic motivation by creating job descriptions, conducting evaluations, and providing meaningful rewards beyond praise to improve employee retention.
This document lists 10 dumb things that managers do. It discusses pushing too much work onto employees through unnecessary reports and meetings. It also discusses managers who act as slackers and don't pull their own weight. Additionally, it discusses only listening to complainers, sharing too much personal information, making assumptions without asking employees, gossiping about staff, failing to communicate important information, asking employees to do personal work, misusing performance reviews, and lacking decisiveness. The document is written by a human resources manager providing advice to avoid these common management mistakes.
In this file, you can ref useful information about example performance appraisal such as example performance appraisal rates, small example performance appraisal, example performance appraisal calculator … If you need more assistant for example performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal words such as performance appraisal words methods, performance appraisal words tips, performance appraisal words forms, performance appraisal words phrases … If you need more assistant for performance appraisal words, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal images such as performance appraisal images methods, performance appraisal images tips, performance appraisal images forms, performance appraisal images phrases … If you need more assistant for performance appraisal images, please leave your comment at the end of file.
This document discusses factors that affect work such as ability, standards, knowledge, feedback, and environment. It also discusses the responsibilities of employers and workers, including employers providing a safe work environment, training, and addressing risks, and consulting with employees. Common disputes in the workplace can arise from poor communication, personality clashes, different work styles or values, or unhealthy competition. The document emphasizes that those in loss prevention fields must maintain high ethical standards and conduct themselves with integrity. Continually building knowledge provides a strong foundation for professional growth and future success.
This document provides an overview of job stress, its causes, and techniques for managing it. It discusses how job stress is defined, what can cause it such as difficult working conditions, relationships, and workload. It also outlines techniques for tackling job stress such as relaxation methods, changing negative thinking, and using social support. The document is authored by James E. Porter, the president of a stress management training company, and provides his background and expertise in dealing with job stress.
1. The document discusses signs that indicate a toxic work environment, including feeling exhausted after work, having work-related bad dreams, and disliking one's job or career path.
2. Some potential causes of a toxic workplace are managers displaying a "do-it-my-way" attitude, high staff turnover, low employee morale, and excessive micromanaging.
3. The document provides recommendations for addressing a toxic work environment, such as hiring an independent HR advisor to conduct an anonymous employee survey and review the workplace culture, looking for ways to improve interactions and respect among staff.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
The document discusses effective communication skills for coworkers and supervisors. It emphasizes traits like cheerfulness, empathy, and dependability that foster positive relationships. Teamwork is important, with characteristics like shared goals and open communication. Supervisor relationships require understanding leadership styles and expectations. Electronic communication tools require proper etiquette. Overall relationships and productivity benefit when workers fit in, avoid gossip or resentment, and use communication skills to support common goals.
The FRISK documentation model provides guidelines for supervisors to document unsatisfactory employee performance. It is a progressive process that aims to improve performance through coaching while also building an evidentiary record. The FRISK acronym stands for the components supervisors should include when documenting an issue: Facts, Rules, Impact, Suggestions, and Knowledge. Supervisors are advised to be specific about factual details, reference policies violated, explain the adverse impact, provide directives for improvement, and include an acknowledgment of the employee's right to respond. The goal is to support positive behavioral change or potential disciplinary action in a fair and consistent manner.
The document discusses grievances in the workplace, including the characteristics, causes, types, and grievance processes. Grievances refer to any real or perceived injustice felt by an employee regarding their employment. Common causes include economic issues, work environment problems, supervision concerns, and organizational changes. The grievance process typically involves oral complaints, written grievances, escalation to employee relations, and potential arbitration.
New Work Habits For A Radically Changing WorldEdgar Navarro
The document provides 13 ground rules for managing one's job during times of radical change in the workplace. It summarizes that the world of work is changing rapidly due to globalization, new technologies, and increased competition. To succeed, workers must adapt by becoming quick-change artists, committing fully to their work, accepting ambiguity, and continually upgrading their skills. The rules emphasize taking responsibility for outcomes, adding value as a service provider, and embracing change. Overall, the rules advise workers to take charge of their own career success in a work environment being rapidly transformed.
Could your workplace culture be toxic at least in the eyes of some employees without you even knowing it? Perhaps not, but it's best not to leave that to chance. A toxic workplace damages people, productivity and your future ability to attract good employees. Here's what you need to know.
This document discusses 10 ways that employers can lose otherwise winnable employment law cases. These include sending reactive emails without thinking, failing to monitor former employees' access after termination, providing inaccurate testimony at unemployment hearings, not taking employee complaints seriously, failing to properly document actions, giving inaccurate performance evaluations, not ensuring important information reaches HR, mishandling EEOC charges, failing to discipline poor performing employees, and mishandling electronic discovery obligations regarding preserving relevant documents and communications. The document provides examples for each way employers can lose cases and recommends best practices for employers to avoid these pitfalls.
This document discusses job satisfaction and dissatisfaction. It defines job satisfaction as having a positive attitude towards one's job, while dissatisfaction is a negative attitude. It measures job satisfaction based on the nature of work, supervision, pay, promotion opportunities, and coworker relations. Common causes of dissatisfaction are low salaries, lack of promotions, unfair rewards, age, education level, supervision, work groups, and working conditions. The document also discusses specific causes of demotivation for employees in the BPO sector, such as odd working hours, lack of work-life balance, lack of appreciation, too much work, and health issues. Ways for employees to express dissatisfaction include voicing concerns, remaining loyal, neglecting work
The document discusses implementing progressive discipline in a positive way through structured achievements rather than negative warnings. It argues that addressing issues as they arise helps improve performance and avoids bigger problems later on. The article provides examples of how to have constructive discussions with employees about meeting clear performance standards and documenting the progress. The key is communicating job expectations and providing feedback and training to help employees improve.
In politics, business, and education, individuals need to be held .docxbradburgess22840
In politics, business, and education, individuals need to be held accountable for their actions. Unfortunately, too many people do not know what it means to be accountable. This chapter discusses the concepts of accountability and workplace relationships. The concepts of empowerment, responsibility, and accountability are all about personal choices. These personal choices not only impact how successfully you will perform at work but have a tremendous impact on workplace relationships.
In chapter 5 we discussed power bases and how workplace power affects politics and ethical behavior. Employees in the workplace have power. Unfortunately, many people in the workplace do not use their power appropriately or at all. As companies place an increased focus on quality and performance, correct decision making by employees becomes more and more important.
Empowerment is pushing power and decision making to the individuals who are closest to the customer in an effort to increase quality, customer satisfaction, and, ultimately, profits. The foundation of this basic management concept means that if employees feel they are making a direct contribution to a company's activities, they will perform better. This will then increase quality and customer satisfaction.
Consider the case of a manager for a retail customer service counter telling his employee to make the customer happy. The manager feels he has empowered his employee. However, the next day, the manager walks by the employee's counter and notices that the employee has given customers refunds for their returns, even when the return did not warrant a refund. The boss immediately disciplines the employee for poor performance. Didn't the employee do exactly what the manager asked the employee to do? Did the manager truly empower his employee? The answer is no. Telling someone to do something is different than showing someone the correct behavior. The employee interpreted the phrase "make the customer happy" differently from the manager's intention. The proper way for the manager to have empowered the employee would have been to discuss the company's return policies, role-play various customer scenarios, and then monitor the employee's performance. If or when the employee made errors through the training process, the wrong behavior should have been immediately corrected while good performance should have immediately received positive reinforcement.
When you, as an employee, demonstrate a willingness to learn, you have taken responsibility. Responsibility is accepting the power that is being given to you. If you are not being responsible, you are not fully utilizing power that has been entrusted to you. The concept of empowerment and responsibility is useless without accountability. Accountability means that you will report back to whoever gave you the power to carry out that responsibility. Employees at all levels of an organization are accountable to each other, their bosses, their customers, and the com.
HOW TO DEAL WITH ENTITLED EMPLOYEES – A FOUR STEP PROCESSJeff Butler
Managers often face situations where employees have an absurd level of entitlement, leaving managers correct entitlement behavior. In those situations, what should a manager do in order to avoid destroying the managerial relationship?
In this file, you can ref useful information about performance appraisal example such as performance appraisal example methods, performance appraisal example tips, performance appraisal example forms, performance appraisal example phrases … If you need more assistant for performance appraisal example, please leave your comment at the end of file.
The document provides guidance on how to write effective job descriptions focused on the key elements of what the job entails (tasks and responsibilities), how the job will be performed (quality standards), and how performance will be measured (metrics of success). It advocates for keeping job descriptions simple, clear and focused on performance outcomes. An example job description for a receptionist is outlined highlighting what the job involves, how each task should be performed to standard, and how performance could be measured through feedback and metrics. The document stresses that well-written job descriptions that clearly define performance expectations can serve as an effective guide and tool for employee development, goal-setting and performance reviews.
This document provides guidance on performance improvement strategies and coaching employees. It outlines key steps to diagnose performance problems, including understanding the work system, goals, competency, tools, time, training, and more. An example is given of using recommendation and commendation techniques to coach an employee, focusing on behavior change, getting their perspective, agreeing on actions, and ending positively. The goal is empowering employees to change themselves and feel committed to improved performance.
Why Retain Bad Employees With 14% Unemployment?MPCA
This document discusses factors to consider when deciding whether to retain or terminate a challenging employee. It notes that the high unemployment rate should not be the sole factor in the decision. Managers should evaluate if proper coaching and documentation has occurred. Terminating may impact morale and costs due to turnover. Retaining may require additional training but keep costs and maintain loyalty. The unemployment rate does not dictate these complex staffing decisions which require evaluating each situation individually.
Workplace ethics are the set of values, principles and standards that guide appropriate behavior in the workplace for both employers and employees. They foster positive employee and customer relationships. Common ethical behaviors include obeying company rules, effective communication, taking responsibility, accountability, professionalism, trust, respect for colleagues and working smart. Unethical behaviors include lying, taking credit for others' work, verbal harassment, violence, non-work activities during work hours, extended breaks, theft and embezzlement, and sexual harassment. Upholding high ethical standards in the workplace benefits both individuals and organizations.
This document discusses the importance of setting clear expectations in performance management. It outlines that expectations should be communicated to employees regarding their key job responsibilities, performance standards, and goals. When expectations are not clearly defined, employees may not understand what is required of them or how their performance will be evaluated. The document recommends managers monitor employee progress, provide feedback, and recognize achievements or address underperformance accordingly. Setting and communicating expectations is presented as key to improving motivation and performance.
The document discusses the importance of setting clear expectations for employees and others in both personal and professional relationships. It notes that expectations should be communicated clearly, be relevant to goals and priorities, and kept simple. The document provides guidance on setting expectations, monitoring progress, providing feedback, and applying appropriate consequences or rewards.
Learn the Top 10 Employee Management Mistakes and How to Avoid Them in this informative ebook. This is an excellent resource for small business owners and managers.
The document discusses reasons why team members may not do what they are supposed to do and provides solutions. It identifies 10 common reasons including not knowing why or how to do a task, disagreeing with priorities, or being punished for good performance. It recommends clearly communicating expectations and priorities, providing training, rewarding good performance, and removing unintended punishments to increase engagement and productivity.
DUE DATE WED 622 @ 5PMGrading Rubric for Cases Your g.docxkarinorchard1
DUE DATE WED 6/22 @ 5PM
Grading Rubric for Cases
Your grade is a combination of the following elements:
1.
Appropriate length of answer. One paragraph per question answered. Individual question
minimum of 3-4
well-structured sentences
in 12 point font.
2. Identification of correct human resource or management topic.
3.
Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources.
These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.
Review "Website resources" tab. Also you can google topics, laws, cases, etc.
4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author's last name, page #).
Case #64,
page 192-193. You will only rate whether the manager (E) was acting ethically and you must explain your answer fully. You may want to research each scenario and explain in 3-4 sentences why you rated the manager this way. Include if you think a law may have been violated or at least must be considered. Please utilize outside resources to answer these questions, if needed.
Your answer should be at least 2-3 pageS with references listed at the end of the document on page 4 and in MLA 7th edition format
****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****
Instructor’s Manual --- Use only as an guide
64.
EXERCISE: ETHICAL PERFORMANCE APPRAISAL ISSUES
I. OBJECTIVES:
1.
To make you aware that many performance appraisal decisions involve ethical issues.
2.
To familiarize you with some of the many ethical performance appraisal issues.
3.
To familiarize you with various criteria that can be used to determine if an action is ethical.
4.
To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.
II. OUT-OF-CLASS PREPARATION TIME: 15 minutes
III. IN-CLASS TIME SUGGESTED: 20-40 minutes
IV. PROCEDURES:
See Text
V. DISCUSSION:
Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation.
However, little attention has been given to ethical issues related to performance appraisal.
In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals.
The importance of being ethical is not addressed.
This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues. Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner?
2) Would their group act in the same manner as did the manager?
In discussing this exercise, it may be helpful for the instructor to point.
In this file, you can ref useful information about performance appraisal process such as performance appraisal process methods, performance appraisal process tips, performance appraisal process forms, performance appraisal process phrases … If you need more assistant for performance appraisal process, please leave your comment at the end of file.
Initially presented in 2005
Management training session to make sure that they manage performance issues competently and fairly and without incurring unnecessary cost.
Managers will be able to differentiate between a poor and a satisfactory performance.
Managers will know how to deal with poor performance.
Managers will recognise the skills needed to deal with performance issues professionally and in a timely manner.
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1. It’s time to rebrand Progressive Discipline to
Structured Achievements
by Larry Miller
Key Words:
Performance; progressive discipline; human resources; feedback
2. It’s time to rebrand Progressive Discipline to Structured Achievements
In his classic book, The Twelve Principles of Efficiency, highly regarded management
consultant Harrington Emerson described discipline in positive terms. “Discipline is not so much
top-down discipline as it is internal discipline and self-discipline, with workers conforming
willingly and readily to the systems in place.”
Traditional discipline has typically been more negative and viewed as a process of oral and
written warnings from manager to subordinate with increasingly dire consequences if behavior or
performance issues are not improved. Although the end result might be the termination of
employment, at a minimum, the individual receiving the warning should know why they’re being
warned and what they have to do to remain employed.
The spirit of progressive discipline is to
make the day-to-day work environment
a positive or constructive one.
The spirit of progressive discipline is to make the day-to-day work environment a positive or
constructive one. The word “warning” is rarely used. The purpose is to manage through a
process to improve performance or behavior issues rather than as a way to fire someone. The use
of progressive discipline also has the practical advantage of reducing litigation risk. Though
potentially fruitful, progressive discipline is not simple to implement. The process should involve
accurate measurement and fair and just evaluation, planning, patience, and careful observation.
Sadly, we are all familiar with stories of how managers and supervisors delay in addressing
performance or behavior issues among employees. I was listening to a manager describe an
employee’s performance short-comings. The description clearly indicated that the performance
was sub-par. “How long has this been going on with your employee?” I asked. The response
was, “ever since we hired him 10 years ago!” It was obvious to me that appropriate steps should
have been taken long before.
…managers overlook performance or
behavior discrepancies without saying
anything...until their patience runs out!
Employees deserve to know how well they’re performing by receiving regular and periodic
feedback. Often, however, managers overlook performance or behavior discrepancies without
saying anything to the employee until their patience runs out. Somewhere along the way, the
manager presumed things will work out on their own. Before you know it, one little unaddressed
issue adds to another. Then, like the Queen of Hearts in Alice in Wonderland, they want to take
3. dramatic, instant steps to remedy the situation immediately. Immediately is too late, however, if
progressive discipline has not preceded the urge to fire.
Many managers don’t understand that things won’t get better on their own without involvement
on their part. These timid, ignorant or inexperienced managers shy away from covering minor
issues with their staff because they are indeed minor and they fear not knowing how the
individual will take the feedback. Or, they assume the employee knows or should know better.
Things indeed may get better or dip below the radar, but if they do not, little issues have a
tendency to become big issues thereby increasing the risk of litigation for wrongful discharge.
Progressive discipline is, therefore, a great way to remedy these common situations. However,
the formality of providing an oral warning, followed by a written warning that includes the
statement “additional infractions will lead to additional discipline up to and including discharge”
only adds more negativity to a situation that was originally intended to improve performance or
behavior. The key is to find a way to implement the spirit of progressive discipline while
tempering the approach to fit the situation.
A simple example of Progressive Discipline
Suppose you have a receptionist working for you who misses calls, doesn’t take messages
consistently and can’t remember someone’s voice. Despite the fact that these issues may never
have been identified or communicated by the manager as required standards of performance and
behavior by the receptionist when he or she was hired, they still need to be addressed. If not, and
the individual is fired because of them, the receptionist can only presume the worst case scenario
as their reason for termination. Before long, the terminated receptionist’s family, friends and
neighbors will conclude the termination of employment must have been for discriminatory
reasons!
What if, however, you met with the receptionist privately and reviewed his or her job duties as to
what has to get done, how it has to get done and how these activities will be measured. For
example, answering the phone in 3 rings is the what, with a smile in your voice is the how, and
that patient or customer feedback is the way performance will be measured. Despite the fact that
this may seem like an over simplification of job duties, they are job duties none the less that are
required of most receptionists.
The key is that these criteria must be discussed when they’re not being met even if it’s done in a
very casual but direct manner. The best next step after the discussion is for the manager is to
send an email “to file,” and/or to the receptionist directly, that documents the key points of the
discussion that took place with the expressed hope that his or her performance will improve.
In this simple example, an oral warning just took place. Performance or behavior discrepancies
4. were identified, addressed, communicated and documented. The manager can revisit the
conversation in the following days to make sure the receptionist knows he or she must perform at
this new level and that there is a specific but a realistic time period to master the new standard of
performance.
Substandard performance always deserves
corrective action.
Sticking with this example, let’s now say the receptionist achieves the standard of answering the
phone in 3 rings but is unable or unwilling to get a smile in his or her voice. As soon as this
particular performance discrepancy is noticed, it should be addressed again. The manager may
have reservations about doing so because a whole host of incorrect assumptions might cloud the
reason for action. Substandard performance always deserves corrective action. Businesses can’t
afford to pay people for doing substandard work and people deserve feedback so they can
improve their performance. The receptionist may not know how to put a smile in his or her
voice or might require additional training to meet the standard required of the job. This
conversation, too, can be sent in an email to the receptionist. And, once again, a warning has
been created and documented.
What if the required achievements continue to be missed? The same process should be initiated
with one additional point: if the requirement(s) of the job continue to be unmet, it may lead to
additional discipline such as a cut in pay for a lessor job; a transfer to a different job, suspension
or termination of employment.
Communicating this type of message is one reason why progressive discipline is such a simple
concept in principle but not so easy in practice. It’s not fun. It’s not easy. It sounds like a
threat! It doesn’t change things immediately. A positive outcome is uncertain. Or, managers
think their specific situation is unique and can’t be addressed by a simple 1, 2, 3 process. Yet
identifying good performance standards is part of running a business and maintaining a job. A
collaborative approach that acknowledges employee achievements while addressing objective
job requirements and how they are met lifts the veil of false assumptions and presumptions that
tend to dominate the workplace.
Let’s say you owned a manufacturing company, and to make ends meet, each of your employees
were required to build 10 units per day. You may have Bill on the production floor who worked
for you for 10 years and everybody likes him. For most of his tenure he built 10 units per day.
For some reason, however, his output has been reduced consistently to a steady 8 units per day.
Perhaps Bill might be helped with some type of training and mentoring, or perhaps he could be
reassigned to a position where unit productivity is less essential. If Bill’s performance isn’t
5. addressed in the best way possible, 8 units per day is your new production standard and you’re
now building mediocrity.
Progressive Discipline in complex situations.
A tough-to-fill position doesn’t give the
incumbent the freedom to underperform or
misbehave.
If these examples seem overly simplistic, here’s a more complex yet realistic situation. You
have an employee who performs a job that’s hard-to-fill should the position become vacant. The
incumbent has behavior or performance issues. Regardless of the concern, is there a legitimate
rationale for not addressing the issues? A tough-to-fill position doesn’t give the incumbent the
freedom to underperform or misbehave. Tough-to-fill positions become an excuse that can reach
mythic proportions when it’s used as a rationale for not addressing performance.
No performance is better than bad
performance.
In this situation, the manager has a choice: continue with sub-standard or negative performance
or bite the bullet, address the performance issue and/or terminate the employee if the situation
calls for it. No performance is better than bad performance. The short-term hassle in replacing a
hard-to-fill position is typically cheaper than the cost of sub-standard performance that may drag
on for years! There’s also the impact on co-workers who are unintentionally taught that sub-
standard performance is acceptable which creates an even bigger, invisible, negative impact to
the company’s bottom line than just the shortcomings of one sub-standard performer.
Positive Progressive Discipline
Discipline can be interpreted as criticism, feedback, or as assistance. Progressive discipline that
leans toward a positive approach can gain traction in an organization when management is
perceived as helping staff achieve positive performance. Instead of looking at progressive
discipline as a negative process leading up to the termination of employment, it makes more
business sense to use it as a way to address critical performance or behavior issues with your
staff so that termination is not required. Progressive discipline when communicated as a series
of structured achievements can be at the root of a quality improvement system built to manage
good behavior, strong performance and effective teams. People want to be part of a class act and
need to understand when and where they’re already achieving good performance—so they can
continue.
6. The goal is for the employee to be
supported in a structured improvement
process so that a good performance review
is the end result of the process.
Please note that a change in focus from discipline to feedback is not simply a matter of words.
Managers address performance or behavior issues with their staff differently. One might tell the
employee that they need feedback, that they are getting feedback, and they had better adhere to
it…or else. Another manager may use a different tone by providing feedback on how to improve
performance along with why the change needs to take place. This guidance is often reinforced
with examples of how the employee has already achieved good performance in other related
areas of their job duties. The manager then summarizes the standard that has to be met and
within a specific time frame. The goal is for the employee to be supported in a structured
improvement process so that a good performance review is the end result of the process—instead
of termination
Research shows it costs anywhere between 30% and 300% of a new employee’s annual wage for
he or she to become fully proficient in their role. Yet termination of employment is all too often
the action of choice for substandard performance when mentoring or training an employee
toward better achievement makes much more financial sense.
I’m convinced the majority of U. S. workers actually want to achieve good results in their jobs.
Not all managers, however, believe this. Even the manager who may privately admit that he or
she doesn’t completely trust their staff wouldn’t want to be blind-sided with criticism of their
own performance. Instead, everyone deserves feedback on what they’re doing, how their job fits
into the needs of the whole organization, and why good performance is important.
It is easy for managers to take for granted that the standards related to good performance are
clear and understandable by all staff. In reality, staff may know the general requirements of what
they’re supposed to do and how they’re supposed to perform but performance will improve if
people understand why. You can get an adult to achieve acceptable and effective standards of
performance if their manager can effectively convey why good performance is important to the
organization and important to save everybody’s job.
Time spent guiding your staff toward
achievement is easier and less frustrating
and expensive than shouldering the burden
of a substandard performer….
This is why it’s time to rebrand our thinking and change our view to a process of progressively
structured achievement. How about looking at the elements of good and positive performance in