HRM textbook

CHAPTER 14 ETHICS AND EMPLOYEE RIGHTS AND DISCIPLINE 471
Each manager then has an opportunity to discuss the department results with
subordinates, and create an action plan for improving work group commitment.
Basics of a Fair and Just Disciplinary Process
The employer wants its discipline process to be both effective (in terms of discouraging
unwanted behavior) and fair. Employers base such a process on three pillars: clear rules
and regulations, a system of progressive penalties, and an appeals process.
RULES AND REGULATIONS First, rules and regulations address issues such as
theft, destruction of company property, drinking on the job, and insubordination.
Examples include:
* Poor performance is not acceptable. Each employee is expected to perform his
or her work properly and efficiently.
* Alcohol and drugs have no place at work. The use of either during working
hours and reporting for work under the influence of either are both prohibited.
Rules inform employees ahead of time what is and is not acceptable behavior.
Upon hiring, tell employees, preferably in writing, what is not permitted. The
employee handbook usually contains the rules and regulations.
PROGRESSIVE PENALTIES A system of progressive penalties is a second pillar
of effective discipline. Penalties typically range from oral warnings to written warnings
to suspension from the job to discharge.
The severity of the penalty usually reflects the type of offense and the number of
times it has occurred. For example, most companies issue warnings for the first unexcused
lateness (see the form in Figure 14-4). For a fourth offense, discharge is the
usual disciplinary action.
FORMAL DISCIPLINARY APPEALS PROCESSES In addition to rules and
progressive penalties, the disciplinary process requires an appeals procedure (see
Figure 14-5).
Virtually all union agreements contain disciplinary appeal procedures, but such
procedures are not limited to unionized firms. For example, FedEx calls its 3-step
appeals procedure guaranteed fair treatment:
* In step 1, management review, the complainant submits a written complaint to a
member of management (manager, senior manager, or managing director)
within 7 calendar days.
* If not satisfied with that decision, then in step 2, officer complaint, the complainant
submits a written appeal to the vice president or senior vice president of the
division.
* Finally, in step 3, executive appeals review, the complainant may submit a written
complaint within 7 calendar days of the step 2 decision to the employee relations
department. It then investigates and prepares a case file for the executive review
appeals board. The appeals board the CEO, the COO, the chief personnel
officer, and three senior vice presidents then reviews all relevant information
and makes a decision to uphold, overturn, or initiate a board of review, or to take
other appropriate action.
Some companies establish independent ombudsman, neutral counselors outside
the normal chain of command to whom employees can turn for confidential
advice. 67
DISCIPLINE WITHOUT PUNISHMENT Traditional discipline has two potential
drawbacks. First, no one likes to be punished. Second, punishment tends
to gain short-term compliance, but not the long-term cooperation employers
often prefer.