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.