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human resources management > 10 - managing difficult employees and work conflicts > Flashcards

10 - managing difficult employees and work conflicts Flashcards

1
Q

what is discipline?

A

Method to correct employees’ behaviour when they have broken a rule or not followed a procedure correctly

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2
Q

what are the objectives of discipline?

A
  • Modify the objectionable behaviour to reinforce good behaviour
  • Acknowledge the satisfactory behaviour of other employees: try to avoid comparing, both reinforce good behaviour
  • Preserve group productivity
  • Maintain a stimulating atmosphere: may hurt mobilizing
  • Restore harmony to the group
  • Oversee the health and safety of difficult employees and the group
  • Respect the dignity and integrity of the difficult employees
  • Act in compliance with legislation and be able to justify your decisions, if necessary
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3
Q

what are the negative impacts of a difficult employee for themselves?

A
  • decreased productivity
  • poor performance evaluation
  • loss of credibility within the team
  • stress
  • warning, verbal or written
  • suspension
  • dismissal
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4
Q

what are the negative impacts of a difficult employee for the supervisor?

A
  • wasted time
  • too much attention given to the difficult employee
  • too little attention giver to the other employees
  • unfair treatment of employees
  • stress
  • decreased productivity
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5
Q

what are the negative impacts of a difficult employee for the group?

A
  • poor work climate
  • imitation and spread of unsatisfactory behaviours
  • deterioration of situation
  • stress
  • increased absenteeism
  • increased turnover
  • decreased productivity
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6
Q

what is the difference between a difficult employee and an employee in difficulty?

A

difficult employee consistently has performance problems and an employee in difficulty is a good employee with a rough patch triggered by an event

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7
Q

what is the steps of resolution of problems caused by difficult employees

A
  • documentation of problem (to base yourself on facts)
  • meeting with employee
  • action plan (tell employee there will be sanctions if he doesn’t succeed)
  • maintenance plan if the situation is corrected ans sanctions if not
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8
Q

what are the aspects to consider when managing discipline?

A
  • circumstances
  • appropriate sanction with the offence
  • progressive discipline
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9
Q

what are the circumstances to take into consideration when managing discipline?

A
  • Proper communication of information to employees: don’t reprimand them on something they don’t know (can not discipline for something you don’t have a rule on)
  • Tolerance: must be regular
  • Manager’s attitude: do not act like you have a vendetta against an employee
  • Type of employee : difficult or in difficulty
  • Seniority: be more lenient with very old employees that have been good
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10
Q

what are the steps of progressive discipline?

A
  • First offence: verbal reprimand
  • Second offence: written warning placed in employee’s file
  • Third offence: suspension with pay for one day
  • Fourth offence: suspension without pay for a short period of time
  • Fifth offence: long-term suspension without pay
  • Sixth offence: dismissal
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11
Q

why use effective feedback?

A
  • To provoke a critical reflection process: not attacking or judging, the goal is to create a thought process
  • To find solutions
  • To find new possibilities: for example, flexible schedules
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12
Q

when use effective feedback?

A
  • When needed, to correct an improper behavior
  • During a disciplinary meeting (when it is bad)
  • During performance appraisal (when it is minor changes)
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13
Q

how to be careful when using effective feedback?

A

Do not attack. Feedback shouldn’t threaten the person who receives it, they will probably fight back. do not base on someone else’s saying. demands skills to manage situation that might be explosive

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14
Q

how to properly use effective feedback?

A
  • Be in solution finding mode: how can we fix the solution? Implicate them in the process
  • Must be based on known expectations that have been clarified beforehand: clear rules defined beforehand
  • Stay calm
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15
Q

what are the 6 base principles for effective feedback?

A
  1. descriptive
  2. experiential
  3. specific
  4. fast
  5. courteous
  6. validates understanding
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16
Q

what are the 3 objectives in dealing with conflicts?

A
  • Resolve conflicts quickly and at minimum cost
  • Ensure that all parties are satisfied with the agreement so that employee motivation is preserved
  • Ensure a minimum level of reconciliation between the parties involved in order to promote harmony in the work environment and prevent the conflict from reappearing in another form
17
Q

what are the 6 elements of a conflict (definition)

A
  1. process: evolving situation
  2. perceptions: different interpretations
  3. divergence of interests: belief that satisfaction is obtained at the other party’s expense
  4. interaction between 2+ ppl: process of action and reaction
  5. interdependence between parties: higher risk of conflict when interdependence increases
  6. strong emotions: intensification of emotions with conflict aggravation (emotions are hard to reason with)
18
Q

what are the different types of conflict base on the nature of the adversaries?

A
  • individual (interpersonal): personality conflict for instance
  • individual-collective: conflict between an employee and the employer
  • intraorganizational (collective): conflict between 2 departments
  • interorganizational (collective): conflict between a company and a sub-contractor
19
Q

what are the different types of conflicts?

A
  • cognitive conflict (ideas of a project)

- interpersonal conflict (values and personalities)

20
Q

when should a manager intervene in a conflict?

A

when:

  • conflict impacts productivity
  • impacts the productivity of co-workers
  • encourages the formation of opposing clans
  • impacts the quality of customer service of the organization’s public image
  • encourages the spread of rumors
21
Q

what is the manager’s role in conflict resolution between employees?

A
  • listening to your emotions and those of the parties in conflict
  • assist conflicting partie to: soothe emotions, clarify the situation, define their needs and priorities
  • help to find win-win solutions
  • if necessary: decide, reorganize
22
Q

what are the role of the manager in the recovery of conflicting group dynamics?

A
  • clarify tasks and responsibilities
  • establishment of decision-making policies
  • adequacy of leadership style and employee expectations
  • discussion group standards (code of life)
  • maintenance of a good climate)
23
Q

what are the symptoms of a conflicting group dynamic?

A
  • Allegation of favoritism
  • Gossiping Climate
  • Abnormally high turnover
  • Demobilization of employees
24
Q

what can be done to clarify tasks and responsibilities?

A
  • List of tasks and links between them
  • Clear assignment to employees
  • Well-defined prioritization of tasks
  • Designation of leaders for each task
25
Q

what can be done to establish decision-making policies?

A
  • Establishment of minimum skills to accomplish tasks successfully
  • Planning of a rotation mechanism including all persons eligible for the tasks
  • Planning a training strategy for those who do not have the minimum skills
26
Q

what can be done to insure adequacy of leadership style and employee expectations?

A
  • Clear instructions for the work to be done
  • Some autonomy in the work
  • Information about things that concern them
  • Recognition for a job well done
27
Q

what can be done in discussion about group standards (code of life)

A
  • List of behaviors to adopt and avoid
  • Concrete examples to illustrate behaviors
  • Actions to be taken in case of repeated incivility
28
Q

what can be done for the maintenance of a good climate?

A
  • Conduct of meetings (punctuality, respect, consensus)
  • Communication and dissemination of information among colleagues
  • Assistance in case of work overload
  • Confidentiality and gossip
29
Q

what are the different conflict handling intentions?

A
  • avoidance (i lose-you lose)
  • accommodation (i lose-you win)
  • competition (i win-you lose)
  • collaboration (i win-you win)
  • compromise (win-win or lose-lose)
30
Q

what are the conditions and limits of collaborating (i win, you win)?

A

condition: ready to invest time to find creative solutions (time consuming
limits: getting to a solution can be time consuming

31
Q

what are the conditions and limits of compromising (we win, we lose)?

A

condition: not enough time to invest in collaborating
limits: feeling of a half-vistory, but at least you can move forward

32
Q

what are the conditions and limits of accommodating (i lose, you win)?

A

condition: can be traded for favors down the road
limit: can be abused by others, if this strategy is used too often

33
Q

what are the conditions and limits of avoiding (i lose, you lose)?

A

condition: when you need more time or when situation is too emotional or if other venues are an option (you do not need the other party)
limit: does not solve anything

34
Q

what are the conditions and limits of competing (i win, you lose)?

A

condition: need fast decision or when the relationship does not have room for a compromise
limit: to even strengths, it can escalate the conflict

35
Q

what are the HRM tools for conflict prevention?

A
  • employee survey

- HRM indicators (absenteeism and turnover go high)

36
Q

what are the HRM tools for conflict resolution?

A
  • mediation process

- arbitration procedure

37
Q

what are the HR indicators of conflict?

A 
attitudes:
-work satisfaction
-emotional commitment
behaviors:
-grievances
-absenteeism
-turnover

human resources management (10 decks)

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