5-1
Milestone
Two:
Performance
Management:
Employee
and
Labor
Relations
Punitive
vs
Non
punitive
disciplinary
approaches
“Disciplinary
action
is
a
corrective
measure
a
company
takes
when
an
employee
fails
to
meet
performance
expectations
or
behavioral
requirements
set
by
the
organization’s
policies,
procedures,
and
laws”
(Cosentino,
2022).
A
disciplined
working
environment
will
boost
productivity
and
create
a
positive
workplace
for
employees.
There
are
two
types
of
employee
disciplinary
approaches
punitive
and
non-punitive.
Punitive
disciplinary
practice
is
defined
as,
“Consequences
following
a
behavior
that
reduce
the
probability
of
the
behavior
occurring
in
the
future.
Examples:
loss
of
recess,
detention,
suspension,
expulsion”
(What
Is
Punitive
Disciplinary
Practices
|
IGI
Global,
n.d.).
Punitive
disciplinary
practice
has a
sequential
process
that
consists
of
counseling,
written
warnings,
verbal
warnings,
and
even
termination
if
there
is
not
an
improvement
in
the
employees’
behavior.
This
form
of
disciplinary
action
proactively
addresses
and
prevents a
recurrence
of
inferior
performance
issues
and
unacceptable
employee
behavior.
This
method
may
not
get
a
favorable
response
from
employees,
in
comparison
with
a
non-punitive
disciplinary
approach.
Employees
like
to
be
treated
respectfully
even
during
instances
of
deficient
performance
and
behavior.
Instead
of
continual
reprimand
employees
prefer
to
engage
in
constructive
conversation
on
how
to
resolve
disciplinary
issues.
The
non-punitive
disciplinary
action
focuses
methods
of
addressing
mediocre
performance
and
employee
inappropriate
behavior
by
finding
ways
for
correction
and
improvements
rather
than
focusing
on
punishment.
Non-punitive
disciplinary
action
uses
open
communication,
coaching,
and
provides
opportunities
for
positive
change.
This
approach
does
not use
methods
of
traditional
disciplinary
actions
like
suspensions
and
demotions.
Employers
are
able
to
communicate
with
employees
to
address
where
they
are
going
wrong
and
make
corrective
measures.
Employees
have
a
more
positive
reaction
to
this
approach,
which
gives
them
an
opportunity
to
communicate
what
they
feel
and
take
steps
to
correct
what
is
going
wrong.
This
gives
employees
a
better
overall
feel
where
they
can
build
trust.
With
clear
communication
with
employers,
they
think
employees
care
about them,
which
enables
them
to
become
better
employees.
The
steps
to
a
fair
disciplinary
action
process
start
with
identifying
the
issue
where
the
employee’s
behavior
or
performance
is
deemed
problematic.
The
second
step
is
to
investigate
the
issue,
the
disciplinary
action
cannot
be
deemed
as
fair
if
there
is
not
a
formal
investigation
first.
Third
there
must
be
a
disciplinary
hearing,
less
severe
discretions
may
not
require
a
hearing,
but
for
more
serious
cases
the
hearing
should
take
place
not
long
after
the
initial
investigation
is
complete.
The
fourth
step
is
to
collaborate
with
the
manager
to
decide
on
what
disciplinary
action
should
be
taken.
Look
at
the
seriousness
of
the
issue,
look
at
the
company’s
disciplinary
policies
and
consider
mitigating
circumstances.
The
fifth
step
is
to
communicate
to
the
employee
their
right
to
appeal
the
disciplinary
action
taken.
The
sixth
step
is
to
monitor
the
employees’
progress
after
disciplinary
action
has
been
taken.
The
last
step
is
to
escalate
when
needed
in
cases
where
the
employee
behavior
or
performance
does
not
improve,
then
the
matter
may
need
to
be
escalated.
Elements
of
an
effective
Performance
Management
System
“Performance
management
is
a
tool
that
helps
managers
monitor
and
evaluate
employees
work”
(Tardi,
2024).
The
purpose
of
performance
management
is
to
create
a
work
atmosphere
where
employees
perform
at
their
highest
level
in
alignment
with
the
organizational
overall
goals.
The
performance
management
process
starts
with
identifying
the
goals
and
objectives
of
the
organization.
It
is
important
to
let
employees
understand
how
their
individual
performance
contributes
to
the
overall
goals
of
the
organization.
The
second
step
is
to
understand
the
process
and
what
it
takes
to
achieve
the
goals
of
the
organization.
Setting
measurable
goals
and
developing
employees
so
that
they
can
work
effectively
towards
getting
the
results
that
the
organization
needs
to
accomplish
these
goals.
Goals
must
be
measurable;
this
ensures
that
there
is
a
clear
understanding
and
communication
between
employees
and
managers
on
where
they
are
in
relation
to
getting
the
goals
accomplished.
On
employees’
job
descriptions
there
should
be
a
clear
understanding
of
what
the
goals,
objectives
and
behaviors
for
the
job
roles
are
which
the
organization
requires
from
the
employee
to
ensure
that
they
meet
their
goals.
Organizational
goals,
employee
behavior
and
activities
must
be measurable
to
ensure
that
when
employees
and
their
managers
measure
performance
there
is
a
true reflection
of
what
has
been
achieved.
In
the
third
step
the
organization
provides
employees
with
the
training,
resources
and
tools
they
need
to
get the
right
performance
needed
to
accomplish
the
goals
set
by
the
organization.
Constant
communication
and
feedback
are
necessary
between
managers
and employees
to
ensure
that
employees
are
on
the
right
track.
This
will
ensure
that
challenges
faced
by
employees
can
be
resolved
so
that
performance
is
not
affected.
Effective
communication
between
managers
and
employees
ensures
there
is
constant
feedback
which
benefits
performance
management.
The
fourth
step
is
performance
evaluation.
In
this
step
the
manager
and
employee
communicate
on
employee
performance
to
see
what
their
level
of
performance
is
compared
to
the
targeted
performance
goals
that
were
set
out
to
be
achieved.
This
can
be
accomplished
by
doing
a
performance
appraisal,
which
can
be
done
annually
or
biannually.
In
the
fifth
step
the
employee
will
communicate
with
the
manager
to
establish
what
can
be
done
to
maximize
their
strengths
and
work
on
areas
for
improvement.
The
last
step
of
performance
management
includes
the
manager
providing
information
on
what
are
the
effects
of
meeting
goals
and
what
happens
if
the
goals
are
not
met.
The
manager
will
identify
training
needs,
adjust
feedback
occurrence
to
ensure
that
employees
can
adjust
to
ensure
that
they
get
the
right
performance
outcomes.
Behavior
and
areas
that
need
improvement
will
be
addressed
by
the
manager
and
the
most
critical
issues
addressed
so
that
the
employee
can
stay
on
track
to
ensure
that
the
organization
reaches
its
goals.
Union
vs
nonunion
complaint
process
Two
methods
to
address
workplace
complaints
are
by
nonunion
and
union
complaints
process.
Both
are
methods
that
can
be
used
to
resolve
workplace
conflicts
and
grievances,
but
both
processes
are
different.
The
union
process
involves
a
third
party
representing
the
employee
through
the
grievance
process,
whilst
with
the
nonunion
process
the
employee
manages
their
grievance
directly
with
management.
Union
grievance
process
involves
a
third
party
or
mediator
to
oversee
the
process.
In
the
collective
bargaining
agreement,
there
is
a
specific
method
in
which
the
grievance
procedure
should
be
addressed
which
provides
a
structured
approach.
The
procedure
includes
filing
a
formal
complaint,
escalating
it
to
higher
management
and
finally
having
a
third
party
to
make
a
final
decision.
The
nonunion
process
is
less
structured,
and
the
escalation
process
is
not
as
complex.
When
there
is
not
a
union
involved
employees
take
a
more
unofficial
approach
to
resolve
the
issue
such
as
going
and
speaking
directly to
the
manager
or
human
resource
department.
This
may
not
lead
to
a
favorable
outcome
when
dealing
with
a
grievance
issue.
An
improvement
that
can
be
made
to
the
nonunion
grievance
procedure
is
to
create
a
formal
grievance
procedure.
This
would
ensure
that
a
process
is
outlined
and
documented
to
establish
a
clear
policy
on
how
grievance
procedures
should
be
managed
for
nonunion
procedures.
This
will
give a
clear
guideline
on
how
grievance
should
be
processed,
investigated
and
what
are
the
steps
that
need
to
be
taken
to
get the
issues
resolved.
Another
approach
can
be
introducing
a
third
party
or mediator
to
facilitate
the
grievance
process.
This
would
ensure
that
the
process
is
managed
fairly
and
there
is
no
bias
in
the
handling
of
the
process.
Finally,
there
can
be
training
provided
for
HR
personnel
and
managers
to
ensure
that
they
manage
the
employee
grievance
process
without
bias.
This
will
ensure
that
employees
are
treated
fairly,
and
they
can
communicate
clearly
with
managers
to
ensure
that
employee
morale
is
maintained.
Initiatives
that
support
Organizational
Knowledge
Human
resource
initiatives
that
support
organizational
knowledge
and
skill
competencies
include
Talent
development
programs,
succession
planning,
coaching,
performance
management
system
and
mentoring.
Through
talent
development
programs
the
HR
department
can
develop
programs
to
create
learning
opportunities
for
employees
to
develop
skills
and
knowledge
that
will
help
them
to
advance
in
their
roles.
Succession
planning
develops
employees’
knowledge
and
skills
that
have
enormous
potential
to
fill
key
roles
in
the
future,
which
enables
the
organization
to
cover
key
positions
in
the
organization.
Through
coaching
HR
can
help
employees
through
a
personalized
program
improve
their
performance
and
develop
specialized
skills
and
knowledge.
Through
performance
management
HR
can
monitor
employee
performance,
to
ensure
that
they
are
performing
and
having
the
competencies
to
do
well
at
their
jobs
whilst
providing
frequent
feedback
to
ensure
employees
get
developmental
opportunities.
Finally,
mentoring
programs
would
ensure
that
the
experienced
employees
are
paired
with
not
so
experienced
employees
to
ensure
that
knowledge
is
shared
so
that
newer
employees
can
develop
skills
needed
to
get
on
a
path
where
they
can
develop
meaningful
careers.
The
behavioral
competencies
within
the
Leadership
Cluster
that
are
most
appropriate
are
leadership
and
navigation,
ethical
practices
and
diversity
and
inclusion.
Through
leadership
and
navigation
strategic
goals
are
set
so
that
employees
understand
what
they
are
working
towards,
whilst
being
motivated
so
they
can
navigate
through
complex
situations,
which
will
help
them
to
develop
the
competencies
needed
to
be
successful.
“The
Ethical
Practice
competency
is
about
and
fusiness
practices”
(HR
Competencies:
8
Key
Behaviors
You
Should
Be
Measuring,
2023).
Ethical
practices
ensure
there
is
fairness
when
dealing
with
employees.
Trust
will
be
built,
and
the
decision-making
process
will
be
aligned
to
the
organizational
goals
and
ethical
practice
is
promoted
within
the
organization.
Diversity,
equity
and
inclusion
ensures
that
all
employees
are
treated
equally.
All
employees
are
given
equal
opportunity
to
develop
and
display
their
skills.
There
is
also
inclusion
to
ensure
that
everyone
gets
a
chance
express
their
own
perspective
whilst
ensuring
that
the
organization
is
competent.
References
Cosentino,
J.
(2022,
August
10).
Disciplinary
Action
at
Work:
All
HR
Needs
to
Know.
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