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Kathryn S Carrington

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The Elements of A Company’s Disciplinary System
by Kathryn S Carrington   
Not "rated" by the Author.
Last edited: Tuesday, June 21, 2011
Posted: Tuesday, June 21, 2011

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In discussing the elements of my company’s disciplinary system or process and in explaining the effectiveness in handling difficult or ineffective employees, I have to admit that on occasion, there have been times when employees were unaware of a project manager’s dissatisfaction only to have it suffice and then made apparent during the evaluation stage;

In discussing the elements of my company’s disciplinary system or process and in explaining the effectiveness in handling difficult or ineffective employees, I have to admit that on occasion, there have been times when employees were unaware of a project manager’s dissatisfaction only to have it suffice and then made apparent during the evaluation stage; This seemed a real serious and problematic area for my company and thus, troubled me greatly.  In an attempt to regularly communicate the issues in questions I continue to stress the importance and to assure that both manager and employee are in- touch with one another, because I know that communication is an essential asset to the business.  We are encouraged always to never cause anger or strife within the organization, as painful procedures, do nothing to establish and insure team efforts in any company.  We enforce company rules so that credibility will not be an issue.  If there is a serious or costly problem, abrupt rule enforcement is often in place.  Occasionally jobs, situations and circumstances change, allowing for a change in rules that no longer make sense.  There is a procedure where careful investigations, documentations and coaching efforts are in place before suspension of pay is enforced, and then the ultimate disciplinary action of termination is in consideration.  I often have a chain of command in respects to the elements of my disciplinary systems that deal more with leadership personality characteristic than anything else, only because, different leadership personalities develop and cause different outcomes in employees.  An example of a disciplinary action that could have caused great problems for my company was when a project manager exploded in anger at an employee that could have sued my company for misconduct; by another manager stepping in and defusing the argument, taking the employee to the side and discussing the matter in a respectful and kind manner, the employee was suspended, without pay, for one day and returned to work without further difficulty. The project manager was coached on his method of discipline and encouraged to seek anger management classes.  One of my greatest policies is that under no circumstances should anyone be disrespected.

 

 

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