PSYCH 305 Chamberlain College of Nursing Corrective Action Plan Paper

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Xelfgny2019

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psych 305

Chamberlain College of Nursing

PSYCH

Description

In the last chapter of the text, the difficult discussion of taking corrective action with employees whose performance is lacking is presented. For this assignment, write a 1-paragraph scenario in which you identity problem behavior in one of your direct reports. After you have written this scenario, follow the steps in the textbook on taking corrective action. Be certain that you integrate evidence from the text and outside sources to support your plan on action.

Writing Requirements (APA format)

  • Length: 2-3 pages (not including title page or references page)
  • 1-inch margins
  • Double spaced
  • 12-point Times New Roman font
  • Title page
  • References page (minimum of 2 scholarly sources, including the textbook)

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George Washington believed the following: “Discipline is the soul of an army. It makes small numbers formidable, procures success to the weak, and esteem to all.”79 Three elements are important for effective discipline: (1) defined roles and responsibilities so that employees know what is expected, (2) clear rules and guidelines so that employees understand what is acceptable behavior, and (3) effective Page 484 methods and procedures for taking corrective action. Discipline problems include permissiveness, rigidity, and inconsistency.80 Permissiveness results in an untrained, poorly organized, and unproductive workforce. People need to know that they are responsible for their actions. Performance problems that go unaddressed can reduce the morale of good employees and lower the performance of the entire work group. Rigidity, on the other hand, may cause employees to fear or hate authority and to feel anxious or overly guilty about making mistakes. If people feel that conditions are too restrictive, counterproductive measures such as slowdowns, sabotage, and strikes may result. Inconsistency should be avoided because it makes it difficult for employees to understand what behavior is appropriate and what is not allowed. When people are punished one time and ignored or even rewarded the next time for doing the same thing, they become confused. Inevitably, this confusion results in resentment, lowered morale, and reduced productivity. Taking Corrective Action The two central elements of caring leadership—caring about the work and caring about people—come together in the corrective action process. The effective leader knows that performance and behavior problems must be addressed. Taking corrective action can be unpleasant and unpopular, but it is necessary because people may make mistakes that should not be condoned. Examples include theft, equipment abuse, and safety violations. Organizational justice has three related aspects: (1) interaction—are people treated with dignity and respect? (2) distribution—are rewards and punishments distributed fairly? and (3) procedure—is the process of how justice is enacted reasonable, timely, and consistent? Research shows perceived organizational justice has a positive impact on satisfaction with the leader and productive citizenship behavior.81 Use of the following principles will help provide effective discipline and corrective action and ensure a sense of organizational justice.82 1. Establish just and reasonable rules based on core values. Think of civil rules that are just, reasonable, and necessary, such as not driving through a red light or not stealing. Employees need similar guidelines for behavior on the job. If corrective action is necessary, it should take the form of a caring confrontation based on core values of the organization. Work rules should be established in such areas as attendance, safety, security, language, dress, and personal conduct. When possible, employees should be involved in establishing rules based on the core values of the organization—honesty, respect for others, and the like. Committees on safety and quality of work life help serve this purpose. 1. Communicate rules to all employees. Rules should be thoroughly explained to new employees during orientation as well as published in an employee handbook or posted on a bulletin board. As few rules as possible should be made, and these should be reviewed annually. Changes in rules should be communicated in writing, since people can be held responsible only for rules they know about. 2. Provide immediate corrective action. Some leaders postpone corrective action because carrying it out is uncomfortable or distasteful. The practice of storing up observations and complaints and then unloading on an employee in one angry session only alienates the subordinate. Immediate correction and penalties (if appropriate) are more acceptable to the offender, and thus more effective. If there is an association between misconduct and swift corrective action, repetition of the offense is less likely to occur. 3. Create a system of progressive corrective measures for violation of rules. Fairness requires a progression of penalties—oral warning, written warning, suspension from the job, and discharge. The leader should be sure that a final warning has been issued Page 485 prior to actual discharge. This progression gives the leader a chance to help the employee improve. If a penalty is necessary, severity should depend on the offense, the employee’s previous record, and the corrective value of the penalty. Theft may justify immediate suspension; tardiness may not. 4. Provide an appeal process for corrective action. An appeal process helps ensure fair treatment for employees. If a mistake is made during the corrective process, a procedure for review can help correct a wrongful disciplinary action. 5. Preserve human dignity. Corrective action should take place in private. This approach reduces defensiveness and the likelihood that other employees may become involved and create an even bigger problem. Meeting privately provides a better opportunity to discuss the problem and prevent it from happening again. Never reprimand an employee in public. When meeting with an employee, allow time to explain fully. Be a good listener. Ask questions that help the employee clarify actions. Allow for honest mistakes. Everybody makes a mistake sometime. Strike a balance between correcting the problem and developing the employee. Criticize the act, not the employee as a person. Be sure to look at all sides of the problem. If you are in error, admit it. It is possible that the employee is innocent of intentional wrongdoing. If this is so, do not take punitive action, but provide training if appropriate. End corrective action on a positive note. Emphasize cooperation and optimism for future performance. 1. Do not charge a rule violation without first knowing the facts. In any situation involving disciplinary action, the burden of proof and fairness is on the accuser. Be sure that (1) the rule is enforced consistently and that this incident is not an isolated case; (2) the employee was informed of the rule; (3) the employee broke the rule; (4) it can be proved that the employee broke the rule; and (5) corrective measures are fair. There is no substitute for good preparation prior to a meeting on discipline. However, even in cases where you think you have all the facts, you might find otherwise once you begin discussion with the employee. If something new comes to light that should be investigated, suspend the meeting so that the facts can be determined. On those occasions when something new is presented, take time to confirm the facts before acting. Some leaders think, Well, I’ve come this far. I don’t like doing this anyway. I am just going to do what I planned from the beginning, regardless of these new facts. This approach is a mistake. Aside from taking action that may be wrong, you lose credibility with the employee and everyone else who knows the facts. 1. Obtain agreement that a problem exists. If you cannot get agreement that a problem exists, the answer is to inform the employee that it is not likely that the employment arrangement will continue. If the employee will not acknowledge that a problem exists, how can steps be taken to correct it? If the problem is not corrected, the employee must be reassigned or terminated. 2. Avoid negative emotions. Relax before meeting with your employee; remain calm. Never confront an employee in anger. It is difficult to think and to communicate clearly when you are upset or arguing. Never scold or talk down to the employee, and do not curse or strike the person. Once you have taken corrective action, start over with a clean slate. Do not hold grudges or stereotype the employee as a troublemaker. 3. Remember the purpose of corrective action. The word discipline comes from the same root as disciple, which means to train or teach. The purpose is to prevent future problems, not to punish or obtain revenge. Be sure the employee understands what is wrong and why it is wrong. Be sure the employee understands the rules and the reasons they exist. Be clear. Also be fair. Ask yourself, Is this disciplinary action too severe? If a lesser measure will accomplish the same purpose, use it. Also ask, Did I clarify the problem, or did I blame the employee? Finally, ask, Does this corrective action provide a way to avoid the same situation in the future? 4. Avoid double standards. Rules and standards of conduct should be the same for all people in the same occupation and organization, and they should be enforced equally. If this is not the case, disciplinary action is unfair, and when higher Page 486 management, union arbitrators, or governmental agencies review the decision, the action taken probably will be reversed. Consider the following case: Sure, I had a crescent wrench in my lunch box, but I’m no thief. Everybody does it. I could give you dozens of examples, but I won’t. One thing I will say is that taking company property is not restricted to hourly employees. Look at the way management uses company cars and gasoline for personal trips. And in the shops, we’re always fixing something for management—using company labor, tools, and parts. I’m always hearing stories from the front office about how managers combine vacations and company-paid business trips, or use their expense accounts for personal entertainment. I’m willing to live by the same rules everybody else does, but I won’t sit still for being singled out. Let’s face it: the way most employees think is that as long as you don’t overdo it, taking company property is a form of employee benefits—like vacations and insurance.83 1. Enforce rules consistently and firmly. Disciplinary measures should be taken only when they are fair, necessary, procedurally correct, immediate, and constructive. Once these conditions are met, if disciplinary action is in order, the leader should proceed with confidence and firmness and should stick to the decision. When a leader backs down on a rule violation, employees think the rule either is unimportant or is being applied unfairly. The only time backing down is advised is when a wrong decision has been made. If a mistake is made, the leader must correct the mistake. 2. Follow the four-step method for solving performance problems. See Figure 19–5. Note that step 4 accomplishes two important purposes: (1) ensuring the correction is made and (2) building goodwill by recognizing improvement. Figure 19–5 Four-Step Method for Solving Performance Problems84 In summary, employee discipline is an important ingredient for organizational success. Discipline in the form of a caring confrontation can be an effective leadership tool that helps employee development, keeps work morale high, and results in the best job performance.
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Introduction



The risk of falling and fall-related injuries in the healthcare facility has increased significantly
for elderly patients, especially during the weekends.
The overall fall occurrence had grown to 35% and was greater for female patients. After
conducting an in-depth evaluation of the direct reports, it was found that the reason for
such an increase, especially during the weekends, was because most nurses were absent in
the wards, or neglected some of their roles during the weekends.

Body











Fall aversion in long-haul care introduces a continuous issue to the whole interdisciplinary
team. Fall aversion in nursing facilities has constantly been a crucial factor in improving the
quality of patient safety. After discussing with the Nursing Director (DON) and the assistant
nursing director (DON), it was unanimously established that the negligence of the caregivers
during the weekends was a big factor that prompted the increase in the fall cases.
Since it is improbable that the number of caregivers that report during the weekends is the
only reason why there has been an increase in cases, the team ought to further evaluate the
patients and facilities to establish what else could have prompted the fall. Various
intervention measures should be employed for a viable solution.
Focus: based on the direct reports and management meetings, the falls have been attributed
to the absence and negligence of the caregivers during the weekends (Brown, 2013)
Analyze: after further reviews, it was established that some of the nurses weren’t aware of
the definitive definition of a fall. Additionally, some...


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