MANAGING DISCIPLINE AND MISCONDUCT-HANDLING ABSENTEEISM, PROBLEMATIC WORKERS, AND POOR PERFORMANCE

INTRODUCTION

1.1 DISCIPLINE AND MISCONDUCT

– The needs of discipline in the organization

– Employee – employer / trade union relations

– Solving problems together

– Understanding system, policy, rules and discipline

1.2 PURPOSE

– Forming positive attitude

– Achieving high performance

– Obeying the system, policy, rules and laws

1.3 DISCIPLINE PROSEDURE

1.4 DISCIPLINARY ACTIONS GUIDELINE

1.5 NATURAL JUSTICE

1.6 MISCONDUCT

– Definition

– Type of misconducts

– Industrial Court cases for Misconducts

1.7   FORGIVENESS OR “CONDONATION”

1.8   THE MEANING OF DOMESTIC INQUIRY

1.9    PRINCIPLES OF NATURAL JUSTICE

1.10 DOMESTIC INQUIRY PROCESS

FUNCTIONS AND RESPONSIBILITY OF SUPERVISOR AND MANAGEMENT HANDLING DISCIPLINE AND MISCONDUCT

2.1 INTRODUCTION

2.2 COMPLAINTS

2.3 RIGHTS AND RESPONSIBILITIES

– Contract of Service

– Rights of an employer

– Employer responsibilities

– Rights of employee

– Employee responsibilities

2.4 CONFLICT OF PRIORITY BETWEEN EMPLOYERS AND EMPLOYEES

2.5 THE WAY OF HANDLING COMPLAINTS

FUNTIONS AND RESPONSIBILITIES

3.1 SUPERVISOR AS THE MIDDLEMAN

3.2 RULES OF SETTLING COMPLAINTS – MUTUAL AGREEMENT

3.3 WAYS OF SETTLING PERSONAL PROBLEM

3.4 RULES OF DISCIPLINARY ACTIONS

3.5 RELATIONS AND NEGOTIATION

HANDLING ABSENTEEISM AND PROBLEMATIC WORKERS

4.1 LEAVES

– Leave entitlement

– Granting leave

– Prove of leave approval

4.2 ABSENT WITHOUT LEAVE

4.3  ABSENTEEISM AND LATENESS

4.4  HANDLING ABSENTEEISM

– STEP 1 – if the problem is serious 

– STEP 2 – if the problem continues

– REACTION

HANDLING POOR PERFORMANCE

5.1 PREVENTING POOR PERFORMANCE

5.2 REMEDIAL ACTION TO ASSIST POOR PERFORMERS

 5.3 PERFORMANCE MANAGEMENT SYSTEMS AND PERFORMANCE APPRAISAL

5.4 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

1. What you do if he admit of his poor performance?
2. If he denied of the accusation.
3. 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)

7.1 THE PURPOSES AND WHEN TO APPLY IT.

7.2 STEPS TO AN EFFECTIVE PIP

7.3 THE END OF PIP.