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. 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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Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 10 - Jack E. Miller, John R. Walker, Karen Eich Drummond Chapter10DisciplineandEmployeeAssistance Programs • EssentialsofDiscipline • ApproachestoDiscipline • AdministeringDiscipline • Termination • SpecialDisciplinary Concerns • TheySupervisor’sKeyRole 1EssentialsofDiscipline • Discipline:(1)Conditionor stateoforderlyconductand compliancewithrules.(2) Actiontoensureorderly conductandcompliancetothe rules. • Bothsidesaretheresponsibility ofthesupervisor. • Disciplineisessentialto supervisorysuccess. 2 StepsintheDisciplineProcess.• Establishandcommunicate groundrulesforperformance andconduct.• Evaluateemployee performanceandconduct.• Reinforceemployeesfor appropriateperformanceand conduct,workwiththemto improvewhennessicary. 3EssentialstoSuccessfulDiscipline • Asetofrulesthateveryone knowsandunderstands. • Aclearstatementofthe consequencesoffailingto observetherules. • Prompt,consistent,impersonal enforcementoftherules. • Appropriaterecognitionand reinforcementofemployees’ positiveactions. 4 NegativeApproachestoDiscipline• Negativediscipline:Maintaining disciplinethroughfearand punishment,withprogressively severepenaltiesforruleviolations.• Negativedisciplinehasneverbeen successfulatturningchronicrule breakersintocooperative employees.• FearandPunishmentarede motivators. 5NegativeDiscipline4StageModel • Oralwarning • WrittenWarning • Punishment (suspension) • Termination 6 PositiveDiscipline• PositiveDiscipline:Punishment freereplacespenaltieswith remindersandfeaturesadecision makingleavewithpay.• Whenrulesarebrokenyouinform andcorrect.• TheoryYviewofpeople.• Positivedisciplineworks!!• Shiftingfromnegativetopositive disciplineiseasiersaidthendone. 7 PositiveDiscipline:3StageFormulaforChronicRuleBreakers • OralReminder • WrittenReminder • Termination, Compliance,or Resignation 8Advantages• Keepsdisciplineproblemsfrom developing.• Improvesrelationsbetweenbossand workers.• Fostersearlyandconsistentrule enforcement.• Lowercosts:lessturnover,fewer problems,betterwork,nochronic disciplineproblems.• Avoidsgrievancesinunionsettings.• Turnssomeoffendersaround. 9 AdministeringDiscipline• Uniformdisciplinesystem: prescribesthespecificaction foreachruleviolation.• Youmustbeabletoadapt yourownleadershipstyleto: yourworkers,theirneeds, theiractions,andthe circumstances. 10MistakestoAvoid • Startingoffeasy • Neglectingtotakeaction • Actinginanger • Threateningactionandnotcarrying itout • Criticizinginfrontofothers • Exceedingauthority • Shiftingresponsibilityfordiscipline • Unexpectedlyenforcingcommonly violatedrules • Criticizingpersoninsteadof behavior 11 EssentialSteps• Step1:Collectallthefacts.• Step2:Discusstheincidentwith theemployee.• Step3:Decideonappropriate action(ifany).• Step4:Taketheappropriateactions anddevelopanimprovementplan withtheemployee.• Step5:Makesureeverythingis documented.• Step6:Followup. 12Termination:SalvageorTerminate? • TheDehire:(Not recommended)Tryingtomake theemployeewanttoresign. • Destructivewayofhandlinga person. • Legallyitopensvarious discriminationlawsuits. • Fromtheproductivitypointof viewandyourownfrustration level,itwouldbebetterto simplyterminate. 13 FactorstobeConsidered• Lengthofservice• Pastrecord• Needforworker’sskills, worker’sneedforjob• Possibilityoftrouble makingoverfiring• Effectoffiringonothers• Costofkeepingvs.Costof terminating• Yourauthority• Salvageoptions 14 JustCauseTerminations• Employeeisterminatedbecause theoffenseaffectedspecific workhedidortheoperationasa wholeindetrimentalways.• Somequestionstoask:Didthe employeeknowtherule?Were expectationsreasonable?Did managementmakeareasonable efforttohelp?• Formoreseequestionstoask whenconsideringajustcause termination. 15TheTerminationInterviewChecklist • Selectagoodtimeandplaceto conducttheinterview • Determinewhowillbepresent • Developyouropeningstatement • Determineho ...