COURSE OBJECTIVES MANAGING DISCIPLINE AND MISCONDUCT – HANDLING ABSENTEESIM, PROBLEMATIC WORKERS, AND POOR PERFORMANCE
At the end of this program participants should be able to achieve the following objectives:
- Understand the different between minor and major misconduct.
- Know how to act on misconduct happened in the workplace.
- Understanding the responsibility of employers and employees according to the laws.
- Know how to implement in practical approach the company’s discipline procedure.
- Know the consequences of the misconduct according to the law and the organization.
WHO SHOULD ATTEND
- General Manager, Manager, Head of Department / Division, Human Resources Manager or any personnel who has human resource functional responsibility and Supervisor
METHODOLOGY
- This program is essentially participative. There will be group interaction and lectures.
COURSE CONTENT
INTRODUCTION
- DISCIPLINE AND MISCONDUCT
- The needs of discipline in the organization
- Employee – employer / trade union relations
- Solving problems together
- Understanding system, policy, rules and discipline
- PURPOSE
- Forming positive attitude
- Achieving high performance
- Obeying the system, policy, rules and laws
- DISCIPLINE PROSEDURE
- DISCIPLINARY ACTIONS GUIDELINE
- NATURAL JUSTICE
- MISCONDUCT
- Definition
- Type of misconducts
- Industrial Court cases for Misconducts
- FORGIVENESS OR “CONDONATION”
- THE MEANING OF DOMESTIC INQUIRY
- PRINCIPLES OF NATURAL JUSTICE
- DOMESTIC INQUIRY PROCESS
FUNCTIONS AND RESPONSIBILITY OF SUPERVISOR AND MANAGEMENT HANDLING DISCIPLINE AND MISCONDUCT
- INTRODUCTION
- COMPLAINTS
- RIGHTS AND RESPONSIBILITIES
- Contract of Service
- Rights of an employer
- Employer responsibilities
- Rights of employee
- Employee responsibilities
- CONFLICT OF PRIORITY BETWEEN EMPLOYERS AND EMPLOYEES
- THE WAY OF HANDLING COMPLAINTS
FUNTIONS AND RESPONSIBILITIES
- SUPERVISOR AS THE MIDDLEMAN
- RULES OF SETTLING COMPLAINTS – MUTUAL AGREEMENT
- WAYS OF SETTLING PERSONAL PROBLEM
- RULES OF DISCIPLINARY ACTIONS
- RELATIONS AND NEGOTIATION
HANDLING ABSENTEEISM AND PROBLEMATIC WORKERS
- LEAVES
- Leave entitlement
- Granting leave
- Prove of leave approval
- ABSENT WITHOUT LEAVE
- ABSENTEEISM AND LATENESS
- HANDLING ABSENTEEISM
- STEP 1 – if the problem is serious
- STEP 2 – if the problem continues
- REACTION
HANDLING POOR PERFORMANCE
- PREVENTING POOR PERFORMANCE
- REMEDIAL ACTION TO ASSIST POOR PERFORMERS
- PERFORMANCE MANAGEMENT SYSTEMS AND PERFORMANCE APPRAISAL
- DISCIPLINARY ACTION AGAINST POOR PERFORMERS
ALTERNATIVE ACTION
- STEP 1 : Receiving complaint
- STEP 2 : Calls the worker for discussion
- STEP 3 : Explaination from employee
- STEP 4 : Discussion
- What you do if he admit of his poor performance?
- If he denied of the accusation.
- Counseling guideline
- STEP 5 : Further Actions
- STEP 6 : What would you do if there is an improvement or no improvement at all.
PERFORMANCE IMPROVEMENT PLAN (PIP)
- THE PURPOSES AND WHEN TO APPLY IT.
- STEPS TO AN EFFECTIVE PIP
- THE END OF PIP.
