I need help with 8, 12, 13
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Chapter13CriticismandDiscipline_9th4.pptxCriticism and Discipline: Guts, Tact, and Justice
Chapter 13
Learning Goals
Identify the need for rules and policies
Discuss how to properly give and receive criticism
State the goals of corrective action
Outline disciplinary procedures
Discuss ways to help a substandard performing employee
Explain what fair and effective discipline is
Define non-punitive discipline and behavioral contracting
Examine how coaching is used in management
Why have rules?
Rules:
Exist for good reasons
Outline the expected behaviors and practices
Protect and safeguard employees, clients, and visitors
Be reasonable
Are guidelines for behavior and actions
Serve the common good
Should be revised and updated regularly
Should be known to all they apply to
Criticism
All mangers give criticism to employees
Middle managers and supervisors give and receive criticism.
Giving criticism is not easy to give or receive
Learning to take criticism is the first step in learning how to give criticism
Issuing criticism is often avoided by managers
Criticism
Managers hesitate to criticize employees because:
They dislike hurting people’s feelings
Is a time consuming task
As humans we resist performing unpleasant tasks
How to Take Criticism
What are some suggestions on how to take criticism?
Hold Your Temper
Remain Calm
Listen
Don’t Jump to Conclusions
Listen Completely
Prevent natural tendency to become defensive
Remain open minded
Don’t formulate your response while the person is talking
How to Take Criticism
What are some suggestions on how to take criticism?
Consider the Source
What are the person’s qualifications?
Am I a target?
Is this person truly interested?
Are they helping me to improve?
Evaluate the Criticism
Are all the facts available?
Did the criticism make sense?
Search for the positives.
How to Take Criticism
What are some suggestions on how to take criticism?
Keep it in Perspective
It’s not the end of the world
It won’t be your first or last criticism received
Follow Up
Do you perceive the criticism to be valid?
If so, take steps to change your behavior
How to Give Criticism
What are some suggestions on how to dispense criticism?
Make sure it’s deserved
Make it constructive
Be sure it’s timely
Always criticize in private
Don’t criticize in anger
Make suggestions for improvement
How to Give Criticism
Supervisors are reluctant to criticize employees
Don’t want to hurt feelings
Takes time away from other tasks
It is an unpleasant task
How to Give Criticism
Criticism should be:
Timely
Deliver as soon as possible after the event
Private
Never criticize in front of others
Rational
Don’t criticize in anger
What does Discipline mean?
Discipline Means
To teach
To mold
To shape
Has come to mean punishment
Objective is behavior correction
Used for:
Problems of performance
Problems of conduct or behavior
Corrective Action
Corrective action is replacing discipline
The goal is to correct behaviors and/or actions
Corrective Action
Corrective action is progressive
Follows a series of steps
Allows the person to correct their actions
Corrective action tells the individual:
What to do to correct the problem
What will happen to them if the problem is not corrected?
Corrective Action
Conduct Versus Performance
As a manager you need to determine
Is this a problem of conduct?
Is this a problem of performance?
Conduct problems are different than performance problems
For performance problems evaluate if the employee is capable of the performance?
Does the employee have the skills, training and/or education?
Just Cause
Corrective action must be “just”
a. Did the employee know that by doing something wrong they would be disciplined?
b. Were the rules reasonable?
c. Investigate if in fact the infraction occurred.
d. Conduct the investigation fairly.
e. Have proof the employee was guilty.
f. All employees disciplined equally for the same infraction.
g. Was the degree of discipline reasonable?
Disciplinary Procedures
Policies, rules, and procedures are to be developed, written down, formalized, and issued so employees are aware of expectations.
Policies are to be enforced on a consistent, fair, and honest basis.
Disciplinary Procedures
Investigate all sides of what happened; the employees, the situation.
Timing is important; the discipline needs to be issued as soon after the incident.
Must be objective without personal or other bias.
Progressive Discipline
Each institution has their own discipline policies, as a manager you need to know and understand your institution’s policies
Varies in every organization, but follows a series of steps, such as:
Counseling
Oral Warning
Written Warning
Suspension
Discharge
Progressive Discipline
Counseling
Address the behavior
Tell the employee what was wrong
Discuss why the behavior was wrong
State what the consequences are
Indicate what needs to be to correct the behavior
Provide a time frame for correction
Provide reinstruction if necessary
Progressive Discipline
Oral Warning
More formal than counseling
Addresses that no change has occurred after counseling
Documented in employee departmental file
Typically completed on a organizational form
Written Warning
Continued addressing the same problem when there are no changes
Typically completed on a organizational form
Documented in employee’s personnel file
Progressive Discipline
Suspension
Continued counseling addressing the same problem
Assure you are informing the employee what can happen if the problem is not corrected
Discharge
If all efforts have been unsuccessful then the only option is termination
Review all documentation with Human Resources
Infractions
Mild to serious infractions
Serious infractons may result in immediate termination
Minor infractions
absenteeism, lateness, not signing out for lunch, signing out too early, and leaving work undone
Major violations
refusing to obey work rules, falsifying records, violation of safety practices, careless work habits, threatening coercing visitors, patients or employees
Unacceptable offenses
stealing, fighting, using drugs, drinking, sexual harassment, possession of weapons, indecent conduct
The Substandard Performer
The goal with substandard performers is to bring the employee’s performance to an acceptable level
Steps to improve performance include:
Review job standards with employee
Counsel employee and develop an action plan
Monitor progress (or lack thereof)
Remove obstacles as necessary
Repeat process as necessary
When all else fails—dismissal
Fair and Effective Discipline
Be reasonable
Keep severity of discipline consistent with infraction
Avoid making examples
Be fair to all employees
Be consistent
Don’t compare
Follow the rules
Be consistent
Fair and Effective Discipline
Respect privacy
What a person does outside of work is not your business
If the problem is a personal problem consider a referral to the employee health service or employee assistance program
Avoid favoritism
Must discipline consistently regardless of personal feelings
Fair and Effective Discipline
Act only on clear evidence
Know the facts
Avoid dwelling on history
Once delivered move on
All disciplinary action requires proper documentation of the problem
Documentation
As a manager it is important to document any disciplinary action
Counseling or coaching sessions need to be documented
Any action that is not documented can be assumed as never happening
Nonpunitive Discipline
Could work for technical and professional employees
Not recommended for the rank-and-file work force
When it fails to work, it becomes punitive
Nonpunitive Discipline
Types of Nonpunitive Discipline
Behavioral Contracting
Coaching
What is Behavioral Contracting?
A structured method for encouraging change in attitude or performance using steps in which manager and employee agree that change is necessary for continued employment.
Behavioral contracting is best utilized with higher-level employees, such as, technical or professional staff.
What is Coaching?
The frequent activity of the manager to provide employees with information, instruction, and suggestion relating to their job assignments and performance
Managers use coaching to help employees prepare for greater responsibilities as well improve their performance
What is Coaching?
Coaching helps an employee become more productive.
Addresses minor problems and heads off trouble before the corrective processes become necessary
