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Constructive vs. Destructive
Discipline
ã _ can be defined as a training or molding of the
mind or character to bring about desired behaviors.
º comes from the Latin term
and growing
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rogressive Discipline Model
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requires planning than
Disciplinary Conference
Reason for Disciplinary action
Employee͛s Response to Action
Rationale for Disciplinary Action
Clarification of Expectations for Change
Agreement and Acceptance of Action
lan.
Termination Conference
1. Calmly state the reason of
dismissal.
2. Explain to the employee the
termination process.
3. Ask for employee input.
4. End the meeting on a positive not
if possible.
ÿ
£hen employees and managers
perceive ͞fair͟ and ͞just͟ differently,
the discrepancy can usually be
resolved by a more formal means.
Common ersonnel roblems
I. Marginal employee
- Often make tremendous efforts to meet competencies, yet
usually manage to meet only minimal standards at best.
Marginal employees usually do not warrant dismissal, but they
contribute very little to overall organizational efficiency.
E. recovery process
a. 1st phase - the impaired employee continues to
deny the significance or severity of the chemical
impairment but does reduce or suspend chemical
use to appease family peers, or managers.
º Coaching
º Motivating
º Enriching staff nurse͛s job
º Reducing job stress
º Creating a norm of excellent attendance
º Enhancing advancement opportunities
º Improving co-worker relations
º Trying to select employees who will be
satisfied with and committed to their jobs
º =eing a good role model
º Discussing employee͛s attendance during
performance appraisal interview
º Rewarding good attendance
º Enforcing absenteeism control policies
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