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30 Multiple choice questions

  1. are we interested in preventing a future repetition, punishing the violation, or both?
  2. the written steps require two copies of documents to be made (one for the HR file and one for the employee
  3. action plan - if the employee wishes to return they must commit to reform with another action plan
  4. employees must be forewarned about what is expected (rules, orders, social standards)
  5. oral warning - the rule/order is identified and the violation is proven. the current disciplinary step is mentioned and threats of future discipline are conveyed if improvements aren't made. the availability of the grievance procedure should be mentioned.
  6. one or more written reminders - the employee is asked to form an action plan to close the gap and sign it as a commitment to correct the problem
  7. seek out the individual's ideas on what can be done; express confidence in the individual in terms of positive past experiences and your belief they can succeed in the future
  8. the key may not be the system itself, but how it is applied (consistency, impartiality, clarity, predictability, promptness, non-punitiveness, and follow through)
  9. normally result in mounting frustrations which makes over reaction later quite likely
  10. discharge
  11. punishment is most effective when it is administered by a direct superior which creates clear lines of authority and they know best the employee's work history
  12. due process requires supervisors fully investigate before taking any action
  13. "slide rule principle" states the penalties for common infractions (absenteeism, tardiness) should be quantified and publicized to enhance predictability and remove judiciary judgment calls
  14. one day paid decision making leave - if their contract isn't adhered to, the employee will be shown their document and be asked to explain what the problem is; the employee is asked to consider whether they really want to continue with the organization
  15. must have sufficient evidence of guilt. documentation can provide names, dates, behaviors, time and location; it is wise to get first hand accounts and use original documents and understand with multiple witnesses you might have differences in each account.
  16. for most violations that do not warrant immediate termination, the discipline should deactivate after a pre-specified period of time such as one year; a clean record indicates the employee has reformed
  17. oral reminder - the supervisor explains the business reason behind the rule to the offending employee; the discrepancy between the rule and their behavior is defined and the employee is asked why the gap exists
  18. having another manager present, either a supervisor or a person from HR can help; this can keep the meeting focused, tone down and serve as a witness if a lawsuit follows
  19. "fairness principle" states they should fit 1. the severity of the offense 2. the employees record
  20. when you don't observe the violation yourself you may have to use circumstantial evidence
  21. voluntary quit - if the employee falls short again and did not produce the agreed upon change it is interpreted as quitting
  22. if you learn proper procedure, you will not have to worry about unemployment hearings, EEO charges, union grievances, or unjust discharge suits
  23. punishment should have an instructional component and should clearly communicate what should be done (focus on behavior and not the person)
  24. written warning - the employee is asked to sign or initial the form as an indication they received a copy; also important in performance appraisals
  25. supervisors are normally instructed to keep problems confidential
  26. "hot stove principle" states it should be immediate, consistent and impersonal
  27. seriously damage morals
  28. in discipline and corrective action these should carry clear headings such as REPRIMAND
  29. take into consideration mitigating circumstances (unclear instructions, outside problems with family or health, etc); it is not uncommon for the employee to raise supervisory improprieties on the subject in question or another subject as the process progresses
  30. issue the offending employee and unpaid suspension - some skip this step in professional settings; it could range from a few days to a week