Disciplinary Policies and Procedures
Uploaded by
ScribdTranslationsDisciplinary Policies and Procedures
Uploaded by
ScribdTranslationsDisciplinary policies and procedures
When managers are asked to define the word discipline, their most common response is
It is common for discipline to mean punishment. This definition is not
necessarily wrong, however, in the context of management,
Discipline does not mean punishment. On the contrary, discipline is a tool.
that is used to correct the practices of employees to help them
perform better by meeting acceptable standards.
Many organizations, such as Goodyear Aerospace and the State University of
Arizona defines discipline in its policy manuals as training.
that corrects, models, or perfects knowledge, attitudes, behavior or
conduct. Apply discipline in any other way (such as punishment or as
a way to settle accounts with employees) can only generate problems
for the administration, which includes potential lawsuits for dismissals
unjustified.
It goes without saying that disciplinary measures should only be taken by
justified causes, and that employees must be treated fairly and
consistent.
Common discipline problems
Attendance issues
Unjustified absenteeism
Chronic absenteeism
Unjustified/excessive tardiness
Leaving without permission
Dishonesty and related problems
Robo
Falsifying the job application
Intentionally damaging the property of the organization
Falsifying work records
Performance problems at work
Do not complete work assignments
Produce inferior quality products or services
Inability to meet established productivity requirements
Behavior problems at work
Intimidation or bullying
Intoxication at work
Insubordination
Violent games/Pranks
Smoking in unauthorized places
Fights
Bets
Do not use security devices
Do not report injuries
Neglect
Sleeping at work
Possession of narcotics or alcohol in the company
Possession of firearms or other types of weapons in the company
Sexual harassment
The results of passivity
Even when it is justified, managers generally do not enjoy
discipline their employees. However, if they do not generally do so, they worsen a
a problem that must be solved over time. Like Grant Freeland, a consultant
Human resources says, 'There are few things that demotivate an organization.'
faster than tolerance and the retention of low-performing staff.
Establishment of the organization's rules
The establishment of the organization's rules is the foundation for a system.
effective disciplinary. These rules govern the type of behavior that is expected
of the employees. Organizations as diverse as Gerber Products, Walmart,
JetBlue and Staples have drafted policies that explain the type of conduct that is
requires from the employees. The following suggestions can help to
the human resources managers and their companies when considering the regulations
what the organization could adopt and how it could be implemented:
1. The rules must be reasonable and should relate to the
safe and efficient operation of the organization.
2. The rules as well as the consequences for breaking them must be in place
written and widely disseminated to all employees. IT does not
communicating the rules is one of the main reasons why the
disciplinary actions taken against workers are reversed.
3. The reasons for a rule should always be explained. Employees
they accept the organization’s rules better if they understand the arguments
that support them.
4. Employees must sign a document stating that they have read and
understood the organization's rules.
5. The rules must be reviewed periodically (perhaps every year), in
especially those that are essential for the success of the work.
Documentation of the employee's misconduct
When a manager fails to document employee misconduct, it can
undermine a company's efforts to address behavior. The
records of a manager of employee misconduct are considered
company documents, and as such, are admissible evidence in
arbitration hearings, administrative procedures courts of
justice.
The documentation does not need to be extensive, but it should be complete; for this, it is necessary to
include the following eight points:
1. Date, time and location of the incident.
2. Negative performance or behavior exhibited by the employee (That
step?)
3. Consequences of that action or behavior on overall performance
of the employee and about the operation of their work unit.
4. Preliminary analysis of the problem with the employee.
5. Disciplinary action to be taken and specific improvement expected.
6. Consequences if improvement is not achieved and a follow-up date.
7. The employee's reaction to the supervisor's attempt to modify the
behavior.
8. Names of the witnesses of the incident (If deemed appropriate).
Open door policy
One of the most important topics for companies is the relationship between the
workers and with senior management. Conflicts often arise due to the lack
communication between the parties, which can lead to major conflicts
interns.
In order to avoid such situations and improve interpersonal relationships, many
organizations have chosen to implement the so-called 'open door policy', which
it consists of building a more flexible corporate culture, where the bridges of
communication with directors and general managers should be expedited without further ado
preambles.
Another feature of this policy is that workers have full knowledge of
the action plans carried out by each area of the company, allowing them not only to
to contribute ideas, but these are executed in various company projects.
Furthermore, it is essential to encourage teamwork and incorporate instances in the
that the executives meet with the members of the company outside the office, whether
in walks or sports activities. This increases closeness and the feeling of
belonging among workers.
A company that cares about its workers, that does not have such a hierarchy.
rigid, that fosters integration and a pleasant work environment, has many more
probabilities of achieving and maintaining success than an organization that only thinks
in numbers and utilities.
