Positive Employee Discipline, Essay Example

In the XXI century a growing number of companies are changing their viewpoints on using a “criminal-justice mentality for employee performance improvement through corrective action” (Grote, 2007). They accept a standpoint of responsibility which means that employees with negative performance, “conduct or attendance issues” (Grote, 2007) are requisite to take individual responsibility for their selection and choice of behavior. “The problem with discipline is that too many people seem to accentuate the negative and eliminate the positive” (Maratea, 1988). The statute of employment discipline branch of science is “essentially an uneasy and not fully coherent combination of diverse principles drawn from different doctrines” (Silver, 2001, p.3).

Mader-Clark and Guerin (2007) distinguish 2 modern discipline models. They are progressive and positive disciplines. There are 3 general elements which progressive and positive disciplines use: communicating, decision-making procedure and coaching (Mader-Clark, & Guerin, 2007).

Guffey and Helms (2001) underline that positive discipline model is a general point of view that may be used for encouraging and stimulating employees to recognize his / her disadvantages and return to purpose and task of organization. Positive discipline “places the responsibility of change upon the employee, thus serving as an employee incentive to improve job performance” (Guffey, & Helms, 2001). In its turn a report from Small Business Management (2009) says that positive discipline in a business is an environment of reciprocal confidence and general intent in which all employees comprehend and follow the company’s rules and policy as well as purposes and objectives and do their best to support them. Maratea (1988) supposes that in case positive discipline used properly, it leads to lasting a long time decisions and more fruitful, effective and resulting man power. Like other writers Maratea (1988) underlines, that positive discipline is not able to appear “unless both parties are on the same track” (Maratea, 1988).

Nelson (2009) supposes that the main goal of positive discipline is not to punish the employees, but to search the ways to help them for performing a good work. At the same time, the author proposes two basic reasons of why managers should discipline their employees. They are “performance problems” (Nelson, 2009) which means that each employee has to have goals which are the essential parts of his / her job, and “misconduct” (Nelson, 2009) which supposes that sometimes employees conduct themselves in an inadmissible and intolerable ways to manager and the organization. Mader-Clark and Guerin (2007) underline that the goal of positive discipline is the way managers and employees work together.

“Employee discipline can be a positive experience” (Nelson, 2009). As Guffey and Helms (2001) found, an important advantage of positive discipline model is that managers desire to address performance situations and problems in advance, preferably than holding-up and letting the problem become so serious that the correction is impossible.

Maratea (1988) believes that one of most important, effective and resulting instruments in positive discipline is a “simple counseling session” (Maratea, 1988). It means that sometimes an emotional and heart-to-heart conversation with employees can reveal the problems, which are the causes of misunderstandings and bed performance. It its turn Nelson (2009) strongly believes that it is significant to build a powerful base of positives and “trust that can be drawn upon when dealing with the negatives” (Nelson, 2009).

Nowadays, in lots companies, “the demands of employees have become greater” (Lewis, et al, 2003, p.301). Lewis, Thornbill, and Saunders (2003) underline that employee has to “infer the appropriate standards of behaviour from other employees” (p.301). Well-educated workers are expected to behaving as “individuals who have unique and valuable contributions to make” (Mader-Clark, & Guerin, 2007, p.30). “The employee is responsible for keeping track” (Grote, 2006, p.204). Grote (2006) believes that each employee must understand several important things for more active and motivated work. They are: causes of why organization chosen realization of specific program; goal of each constituent of organization; preferences of being part of company. Jones, Steffy, and Bray (1991) found several factors which can enlarge employee productivity and satisfaction. They are determining suitable work rules, “conducting periodic employee evaluation” (p.417), giving the employees the rating feedback.

Bodhlander and Snell (2009) strongly believe that “employee rights, workplace privacy and employee discipline” (570) have significant impact on employee’s, organization activity and achieving best results. The employee’s rights may be determined as the “guarantees of fair treatment that employees expect in protection of their employment status” (p.570). “Balances against employee rights” (Bodhlander, & Snell,2009, p.571) is the manager’s amenability to guarantee employee’s safe place of work. Managers “provide fair, factual, and timely disciplinary feedback” (Guffey, & Helms, 2001). Schermerhorn (1992) supposes that managing with disciplinary problems is considered complex, yet essential parts of manager’s work.

Guidelines for resulting and efficient discipline which all managers must follow for creating the discipline process clearer and less problematic are rich and famous (Guffey, & Helms, 2001). For creating more resulting and effective discipline, all employees have to conform and be disciplined by the identical “set of work rules – regardless of their positions, races, or seniority” (Guffey, & Helms, 2001).

First of all manager at no time exceed power should make his / her decisions. A report from Small Business Management (2009) underlines that in case the employee feels that manager made unjust or wrong decision, there must be an appellate procedure.

Secondary is that manager should be ready to clarify and explain the company’s rules, strategy, policy, job specification which are used for disciplining the employee. Jones, Steffy, and Bray (1991) emphasize that managers must be well-informed of their company “termination policies and new statutes and rules regarding employee relation and discharge” (p.417).

Third is to keep from making reduction criticism on the work policy and rules. The next is that manager should follow identical rules and policy that he / she is looking forward his / her employees to follow, Guffey, & Helms (2001) emphasize. That means that all employees should comprehend “exactly what is expected of them” (Small Business Management, 2009). When employee clearly understands the policy, standards and rules the discipline can be “enforced equitably and fairly” (Small Business Management, 2009).

Manager must understand that discipline isn’t able to be set on rumors or hearsays. As well he / she should gather all documentation right before sending it to employee. Guffey, and Helms (2001) emphasize that manager must show respect to employee and do his / her best to leave the employee its self-esteem. At the same time he / she mustn’t over-discipline or be indulgence.

For each manager it is very important to “strive to maintain favorable work relations after the discipline process is over” (Guffey, & Helms, 2001). Managers should inform their employees on rules, policy and fines for breaking them. It is significant to comprehend the consequences and after-effects of violating rules or company’s policy without any permission. In case of unique situation or individual problem, the rule can be changed or an exception can be done. Employees must and are able to “voice dissatisfaction with any rules or standards they consider unreasonable” (Small Business Management, 2009).

Guffey and Helms (2001) found that there are several steps of positive discipline. The first step is verbal reminder which requires manager to talk over the appeared situation with employee informally. During this step, any hand-written note mustn’t be placed in the personnel employee’s binder (Bohlander, & Snell, 2009). The second step is a written notes of the meeting. The last step is giving employee a “paid disciplinary suspension for one day” (Guffey, & Helms, 2001).

It is not significant how good the environment of positive discipline in the organization, policy and rules are not obligated to be broken (Small Business Management, 2009). Managers are amenable for both the “feedback of appraisal results to employees” (Jones et al., 1991, p.417) and schedule developmental measures to get over the fulfillment deficiencies. Mader-Clark and Guerin (2007) suppose that positive discipline provides managers a “flexible structure” (p.12) for transferring any employee problem form bad performance to best one. Lewis et al. (2003) found that the disciplinary procedure is there for defending and protecting the “employees from unfair and unreasonable treatment” (p.301) the same way as to give the manager the possibility to “dispensing with the unsatisfactory employee” (Lewis, Thornbill, & Saunders, 2003, p.301).

Nowadays, employee discipline became a many-sided function which includes a serious and significant obligation and engagement by management and employees to support work policy, rules and strategies.

References

Bohlander, G.W., & Snell, S. (2009). Managing Human Resources. Cincinnati, Ohio: South-Western College Publishing.

Grote, D. (2007). Positive Approach to Employee Discipline. Retrieved November 3, 2009, from http://archive.managernewz.com/managernewz-21-20070312PositiveApproachToEmployeeDiscipline.html#resume

Grote, R.C. (2006). Discipline Without Punishment: the Proven strategy that Turns Problem Employees into Superior Performers. New York, NY: AMACOM.

Guffey, C.J., & Helms, M.M. (2001). Effective Employee Discipline: a Case of the Internal Revenue Service. Retrieved November 3, 2009, from http://www.entrepreneur.com/tradejournals/article/73555064.html

Jones, J.W., Steffy, B.D., & Bray, D.W. (1991). Applying Psychology in Business: the Handbook for Managers and Human Resource Professionals. New York, NY: Lexington Books.

Lewis, P., Thornbill, A., & Saunders, M. (2003). Employee Relations: understanding the Employment Relationship. London, UK: Pearson Education Limited.

Mader-Clark, M., & Guerin, L. (2007). The Progressive Discipline Handbook: Smart Strategies for Coaching Employees. Berkeley, CA: Nolo.

Maratea, J.M. (1988, November 1). Think Positive About Discipline. Retrieved November 3, 2009, from http://www.allbusiness.com/human-resources/employee-development/104017-1.html

Nelson, B. (2009). Keeping Employees Under Control. Retrieved November 3, 2009, from http://phoenix.bizjournals.com/extraedge/consultants/return_on_people/2005/05/09/column313.html

Schermerhorn, J.R. (1992). Management for Productivity. Hoboken, NJ: John Wiley & Sons Inc.

Silver, I. (2001). Public Employee Discharge and Discipline. New York, NY: Panel Publishers.

Small Business Management. (2009). Employee Relations: Positive Discipline. Retrieved November 3, 2009, from http://www.bizmove.com/personnel/m4i4.htm