HR Disciplinary actions; a step by step approach.pptx

HR Disciplinary actions; a step by step approach for HR professionals

1. HRM: Effective Disciplinary Action

2. HRM: Effective Disciplinary Action

3. Disciplinary Action The “Red Hot Stove Rule” applied in HR, introduced by Douglas McGregor, is a metaphorical framework for effective disciplinary action. It draws an analogy between touching a hot stove and the experience of facing disciplinary measures. A disciplinary procedure is a process for dealing with perceived employee misconduct. Organisations will typically have a wide range of disciplinary procedures to invoke depending on the severity of the transgression. It is the practice of training people to obey rules or a code of behavior.

4. Principles Immediate Reaction: Just as touching a hot stove results in an instant burn, disciplinary action should be immediate, following the undesirable behavior closely. This ensures a clear connection between the behavior and the consequence. Advance Warning: Like knowing that a hot stove will burn you if touched, employees should be aware of the rules and the consequences of breaking them in advance. This ensures that disciplinary actions are not perceived as arbitrary. Consistency: The hot stove burns everyone who touches it, regardless of who they are. Similarly, disciplinary measures should be applied consistently to all employees who exhibit the same behavior, ensuring fairness and preventing favoritism. Impersonal Approach: The stove burns anyone who touches it without bias. In the same way, disciplinary action should be impersonal and not influenced by personal feelings or relationships. The focus should be on the behavior, not the individual. Organizations can thus manage discipline in a way that is fair, transparent, and effective, maintaining a positive work environment and promoting desired behaviors.

5. Reaction Disciplinary action should follow the undesirable behavior closely. This ensures a clear connection between the behavior and the consequence. Example: An employee misses a deadline. The manager addresses the issue the next day, explaining the importance of meeting deadlines.

6. Warning Employees should be aware of rules and consequences beforehand. This ensures that disciplinary actions are not perceived as arbitrary. Example: Company policy states that repeated tardiness will lead to disciplinary action. An employee who is frequently late is reminded of this policy before action is taken.

7. Consistency Disciplinary measures should be applied consistently to all employees who exhibit the same behavior, ensuring fairness and preventing favoritism Example: Two employees are caught violating the same policy. Both receive the same disciplinary action, regardless of their positions or tenure.

8. Impersonal Disciplinary action should be based on behavior, not personal feelings. The focus should be on the behavior, not the individual. Example: A manager disciplines an employee for unprofessional behavior in the same way they would for any other employee, focusing on the behavior, not the individual.

9. Benefits Fairness and transparency in disciplinary actions. Improved employee understanding of expectations and consequences. Enhanced trust in management and HR policies.

10. Implementation

11. Criticisms Lack of Flexibility Emphasis on Punishment Impersonal Nature Potential for Misuse

12. Alternatives to the Red Hot Stove Rule Progressive Discipline Progressive discipline involves a series of increasingly severe actions to address employee behavior, starting with a verbal warning and potentially leading to termination. Coaching and Counseling Instead of immediate punishment, managers work with employees to understand the causes of their behavior and provide guidance and support to improve performance. Restorative Justice This approach focuses on repairing the harm caused by the undesirable behavior and involves the employee in finding solutions. Positive Discipline Emphasizes positive reinforcement and constructive feedback to guide employees toward desired behavior.

13. References Mathis, R. L., & Jackson, J. H. (2018). Human Resource Management: Essential Perspectives. Cengage Learning. Robbins, S. P., Judge, T. A., & Judge, T. (2018). Organizational Behavior. Pearson. Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Organizational Behavior: An Evidence-Based Approach. McGraw-Hill Education.