How to Discipline Effectively and Fairly
The form you use as a manager to discipline may cause more problems than solutions.
(PRWEB) September 23, 2004 -- Every manager will, at some time or another, have to deal with disciplinary problems at work.
Managers will usually respond to a discipline problem by written warnings, verbal reprimands and/or temporary suspensions. Our current knowledge on discipline and punishment shows quite clearly, that progressive discipline is the key to a good manager.
When we discipline or punish for unwanted behaviors we are only directing an employees attention to actions we will not tolerate. We generally give no alternative actions, that might be more acceptable, or ways to achieve acceptable behavior.
When a manager verbally assails another employee for an infringement, he or she is asking for trouble.
Punishment alone leads to short-term success and long term failure. The unwanted actions of the employee may soon return along with a genuine fear of management. The manager will become the object of fear and revenge.
There are eight behaviors that managers can adopt to become more effective at discipline:
1. RESPOND IMMEDIATELY. The more quickly a discipline action occurs after the offense is committed, the more likely the offender will associate the disciplinary action to the offense and not the manager. Begin the discipline as soon as possible after the offense.
2. PROVIDE A WARNING. Managers have an OBLIGATION to give a warning before initiating disciplinary action. The action will more likely be interpreted by employees as fair when they have received clear warning that a given violation will lead to discipline and when they know what that disciplinary action will be.
Of course, it is essential for all employees to understand what acceptable behavior in the workplace is and what is not acceptable.
3. STATE THE PROBLEM SPECIFICALLY. Give the date, time, place, individuals involved and any mitigating circumstances surrounding the violation. Do not just state company policy. Remember it is not the violation of the rules per se as much as it is the effect on job performance and the units effectiveness.
4. ALLOW THE EMPLOYEE TO EXPLAIN. Due process demands that you as a manager uncover all the facts. What were the employees perceptions and understanding of the rules?
5. KEEP THE DISCUSSION IMPERSONAL. Penalties should be geared toward the violation and never the personality of the violator.
6. BE CONSISTANT. Fair treatment of employees is imperative. Enforcing rule violations in an inconsistent manner will assure loss of impact, morale and cause employees to question your competence as a manager.
7. TAKE PROGRESSIVE ACTION. Choose a punishment that is appropriate to the crime. Penalties should get progressively stronger if the offense is repeated. The following steps should be taken;
• Verbal Warning
• Written Reprimand
• Suspension
• Demotion
• Pay Cut
• Dismissal
8. OBTAIN AGREEMENT ON CHANGE. Discipline should always include guidance and direction for correcting the problem at hand. Allow the employee to have a say in what actions they will take to correct the problem and then help them achieve their goals. Do this at every step.
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