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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