Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 10 - Jack E. Miller, John R. Walker, Karen Eich Drummond

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Chapter 10 - Discipline and employee assistance programs. This chapter presents the following content: Essentials of discipline, approaches to discipline, administering discipline, termination, special disciplinary concerns, they supervisor’s key role.

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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 10 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter 10 Discipline and Employee Assistance Programs • Essentials of Discipline • Approaches to Discipline • Administering Discipline • Termination • Special Disciplinary Concerns • They Supervisor’s Key Role 1
Essentials of Discipline • Discipline: (1) Condition or state of orderly conduct and compliance with rules. (2) Action to ensure orderly conduct and compliance to the rules. • Both sides are the responsibility of the supervisor. • Discipline is essential to supervisory success. 2
Steps in the Discipline Process. • Establish and communicate ground rules for performance and conduct. • Evaluate employee performance and conduct. • Reinforce employees for appropriate performance and conduct, work with them to improve when nessicary. 3
Essentials to Successful Discipline • A set of rules that everyone knows and understands. • A clear statement of the consequences of failing to observe the rules. • Prompt, consistent, impersonal enforcement of the rules. • Appropriate recognition and reinforcement of employees’ positive actions. 4
Negative Approaches to Discipline • Negative discipline: Maintaining discipline through fear and punishment, with progressively severe penalties for rule violations. • Negative discipline has never been successful at turning chronic rule breakers into cooperative employees. • FearandPunishment are de motivators. 5
Negative Discipline 4 Stage Model • Oral warning • Written Warning • Punishment (suspension) • Termination 6
Positive Discipline • Positive Discipline: Punishment free replaces penalties with reminders and features a decision making leave with pay. • When rules are broken you inform and correct. • Theory Y view of people. • Positive discipline works!! • Shifting from negative to positive discipline is easier said then done. 7
Positive Discipline: 3 Stage Formula for Chronic Rule Breakers • Oral Reminder • Written Reminder • Termination, Compliance, or Resignation 8
Advantages • Keeps discipline problems from developing. • Improves relations between boss and workers. • Fosters early and consistent rule enforcement. • Lower costs: less turnover, fewer problems, better work, no chronic discipline problems. • Avoids grievances in union settings. • Turns some offenders around. 9
Administering Discipline • Uniform discipline system: prescribes the specific action for each rule violation. • You must be able to adapt your own leadership style to: your workers, their needs, their actions, and the circumstances. 10
Mistakes to Avoid • Starting off easy • Neglecting to take action • Acting in anger • Threatening action and not carrying it out • Criticizing in front of others • Exceeding authority • Shifting responsibility for discipline • Unexpectedly enforcing commonly violated rules • Criticizing person instead of behavior 11
Essential Steps • Step 1: Collect all the facts. • Step 2: Discuss the incident with the employee. • Step 3: Decide on appropriate action (if any). • Step 4: Take the appropriate actions and develop an improvement plan with the employee. • Step 5: Make sure everything is documented. • Step 6: Follow up. 12
Termination: Salvage or Terminate? • The Dehire: (Not recommended) Trying to make the employee want to resign. • Destructive way of handling a person. • Legally it opens various discrimination lawsuits. • From the productivity point of view and your own frustration level, it would be better to simply terminate. 13
Factors to be Considered • Length of service • Past record • Need for worker’s skills, worker’s need for job • Possibility of trouble making over firing • Effect of firing on others • Cost of keeping vs. Cost of terminating • Your authority • Salvage options 14
Just Cause Terminations • Employee is terminated because the offense affected specific work he did or the operation as a whole in detrimental ways. • Some questions to ask: Did the employee know the rule? Were expectations reasonable? Did management make a reasonable effort to help? • For more see questions to ask when considering a just cause termination. 15
The Termination Interview Checklist • Select a good time and place to conduct the interview • Determine who will be present • Develop your opening statement • Determine how best to respond to possible reactions • Determine final pay • Develop a list of clearance procedures to be performed at the end of the interview 16
Steps for the Termination Interview • Avoid small talk. Tell the employee that they are being dismissed and why in a firm calm manner. • Listen to and accept responses of the employee. • Say something positive to them. • Move on to discuss final pay, benefits, etc. • Explain clearance procedures. • End the interview by standing up and moving towards the door. 17
Special Disciplinary Concerns • 3 Types of sexual harassment: – Quid pro quo: Submission to or rejection of a sexual favor used as the basis for employment decisions regarding the employee. – Environmental: Comments, innuendoes, or physical contact of sexual nature is a violations when it interferes with work performance or creates a intimidating, offensive, or hostile environment. – 3rd party: Involves a customer, client, or employee. 18
Supervisory Responsibilities Surrounding Sexual Harassment • Recognizing, confronting, and preventing. • Being familiar with sexual harassment policy. • Educating employees. • Investigating. • Taking action when appropriate. • Following up. 19
Other Forms of Harassment • All forms of harassment based on national origin, race, color, religion, gender, disability, or age are illegal. • Harassment is defined s intimidating, hostile, or offensive behavior towards someone or the creation of an environment based on these factors. 20