Chapter 12 - Developing and Maintaining Discipline

Question 1

Most poor performance and inappropriate conduct results from

Answer 1

Boredom, idleness, or lack of interest in the work
Misunderstanding of rules and standards
Unfairness or the perception of unfairness
Personal problems.

Question 2

Supervisors sometimes produce performance or behavior problems by

Answer 2

Enforcing rules unfairly or inconsistently
Ignoring poor performance
Paying more attention to poor conduct than to good work
Adding more work to an employee who has done good work, thereby overloading the employee.

Question 3

Steps to strengthen self-discipline

Answer 3

Issue clear, reasonable rules.
Set a good example.
Clearly communicate expectations.
What work is to be done
What the expected level of quality is
When the work should be finished
Why the work is being done
Keep complete employee records.

Question 4

To make sure that employees understand rules,

Answer 4

Give each one a copy of the procedures manual and employee handbook.
Post rules and regulations.
Help them understand how their jobs fit in with the whole work group.
Conduct an orientation program and offer refresher sessions.
Hold meetings regularly to review rules, regulations, and job standards.

Question 5

Employee work records should include

Answer 5

Job responsibilities
Job goals
Major accomplishments (including letters of commendation and records of training courses)
Leave taken
Disciplinary action, if any
Notes about employee’s performance.
Include only information that is related to the job and the employee’s performance on the job.

Question 6

Steps for dealing with rule violations

Answer 6

Act promptly.
Get all the facts.
Decide what action to take.
Hold a disciplinary interview.
Use the appeal procedure.

Question 7

When deciding what action to take, consider the following:

Answer 7

How serious was the offense?
Have any precedents been set for how to proceed?
What are the possible effects of your action, both good and bad?
What is the least severe penalty that will still convince the employee that the behavior will not be tolerated?

The purpose of disciplinary action is to change an employee’s behavior, not to punish the employee.

Question 8

Possible disciplinary procedures

Answer 8

Least Severe

   Informal talk with a caution
   Spoken warning
   Written warning
   Suspension
   Salary reduction
   Demotion
   Dismissal

Most Severe

Question 9

The disciplinary interview

Answer 9

Know what disciplinary action is appropriate beforehand, but be prepared to change your mind if the employee provides new information.
Conduct the interview in private, free of interruption.
Be fair, calm, and businesslike.
Encourage the employee to talk, and listen carefully to his or her explanation.
Have facts organized and at hand.
Keep the discussion focused.
Tell the employee what action you will take or recommend.
Specify what the employee must do to improve his or her performance or behavior.
Explain the process for appealing your decision.
Write up the main points that were discussed during the interview, including the goals for improvement.
Put the record of the interview in the employee’s file.