Source: http://mahtec.com.my/managing-employee-discipline-and-performance/
Timestamp: 2019-07-17 17:21:56
Document Index: 131163876

Matched Legal Cases: ['ART 1', 'ART 2', 'ART 3', 'ART 4', 'ART 5', 'ART 6', 'ART 7', 'ART 8']

Managing Employee Discipline and Performance | MAHTEC
MANAGING EMPLOYEE DISCIPLINE AND PERFORMANCE
Discipline is prime requisite for the successful of any organization. Imagine what would happen to an organization if employees were free to do as the like? Obviously, the productivity of the organization would suffer and needless to say that there will be a chaos. Hence, employees are expected to follow the rules, practices and performance standards to ensure the organization success. It is the responsibility of parties, employer and employee to ensure discipline is maintained in the organization. Therefore, if employees failed to meet the legitimate expectation of the employer, corrective action must follow to rectify the unsatisfactory situation – action must be taken against the delinquent employee. Do employees object to discipline? Employees generally do not object to discipline, rather, they object to the manner in which it is executed. This calls for the right approach to handling discipline cases and methods for establishing and implementing disciplinary procedures that outlines the importance of fairness and consistency. The principles of fairness and consistency are fundamental for sound and healthy employer/employee relationship. Operations managers are responsible for maintaining discipline in their departments. Hence, they must know how to administer discipline progressively when their employee committing a less serious offence – minor misconduct.
The aim of progressive discipline:
Is to help employees to correct the unacceptable
behavior or performance and maintain the required
Ensure fairness and consistency in treating the
This program will take you through the features and procedures of handling discipline and poor performance in a progressive manner by highlighting the necessary case laws as a guide so that participants will be able to handle poor performance and minor misconduct in a more effective. It provides the participants with the foundation skills and tools for discussing minor misconduct and poor performance is a positive way.
PART 1 – FOUNDATION SKILLS
Self – Esteem and Behaviour of People
PART 2 – DISCIPLINE
PART 3 – PRINCIPLE OF FAIRNESS AND CONSISTENCY
What constitutes fair disciplinary action?
PART 4 – APPROACHES TO DISCIPLINE
PART 5 – IMPROVING EMPLOYEE DISCIPLINE (MINOR) AND PERFORMANCE
PART 6 – MAINTAIN IMPROVED PERFORMANCE
When and Benefits
PART 7 – FOLLOW UP DISCUSSION
PART 8 – DISCIPLINARY DISCUSSION