Chapter 7 Discipline

1. Chapter 7Discipline Supervision in the Hospitality Industry Fourth Edition (250T or 250)

2. Competencies forDiscipline • Identify common misconceptions about discipline. • Explain the purpose of disciplinary action. • Identify the components of a progressive disciplinary program. • Describe the steps supervisors should take when deciding whether to take disciplinary action. • Describe the steps supervisors should take when managing the disciplinary process.

3. Myths about Discipline • Discipline is a form of punishment. • Being the boss means people have to do what you say. • If you’re nice to your employees, you won’t need to discipline them. • Every disciplinary situation must be handled in exactly the same way.

4. Purpose of Discipline • To modify behavior, not to punish • To close the gap between an employee’s unacceptable behavior and the required standard of performance • To give employees the opportunity to improve themselves and their behavior • Supervisor’s role is that of a coach; not judge, jury, and executioner

5. Progressive Discipline • Oral warning—either formal or informal • Written warning—copy placed in employee’s personnel file • Suspension—usually without pay • Discharge

6. Discharge Decision Checklist • Did the employee know what was expected? • Were the rules clearly and fairly communicated to the employee? • Did management explain why the rules were important? • Were the rules that were broken reasonable and important to the organization? (continued)

7. Discharge Decision Checklist (continued) • Is the evidence for the discharge substantial and reliable? • Is the discipline equal to the seriousness of the offense? • Did management make a sincere effort to identify poor performance and to correct behavior or actions? • Is the disciplinary action taken for breaking this rule applied consistently to all employees?

8. When to Discipline? Evaluate situations: • Is the situation important enough to spend valuable time to correct? • Did factors beyond the employee’s control cause the problem? • Did the employee know better?

9. Unacceptable Behavior • That which results from a purposeful decision made by the employee (such as stealing, willful damage to equipment, or lying) • That which is beyond the employee’s control (due to lack of training, improper tools, poor supervision, or other conditions)

10. Gather Facts • Did the employee knowingly break the rule? • What were the consequences of the behavior? • What is the employee’s disciplinary record? • Is a temporary personal problem contributing to the discipline problem? • Is the incorrect behavior or rule violation entirely the employee’s fault? • Have you overlooked the behavior in the past, both in this employee and in others?

11. Explore Possible Causes • Who is involved? • What rules were violated? • Is there a pattern? • Is the problem related to any specific time or shift? • Is the problem related to any particular time of year? Holidays? • How long has the problem existed? When did it start? (continued)

12. Explore Possible Causes (continued) • Where is the problem occurring? • Have any changes occurred that could have caused the problem? • Are there other symptoms of this problem? • How does the employee’s record compare with that of others? • Were the rules posted, published, or otherwise known to the employee?

13. Managing the Disciplinary Process • Define the performance gap • Identify the cause of the problem • Agree on a solution • State the disciplinary action • Set a follow-up date • End on a positive note

14. Define the Performance Gap • Describe the unacceptable behavior • Specify the performance standard—the acceptable behavior • Restate relevant policies • Summarize previous discussions • Avoid general statements • Don’t threaten, argue, or display anger • Explain how you feel

15. Identify the Cause of the Problem • Ask why the unacceptable behavior occurred • Actively listen • Encourage the employee to provide more information • Ask probing questions • Avoid loaded questions • Reach agreement on probable cause

16. Agree on a Solution • Ask the employee for improvement ideas • Add your own suggestions • Agree on a specific solution • Set a timetable with specific target dates for improvement

17. State the Disciplinary Action • State the immediate action to be taken • Explain future actions, if behavior does not improve • Be specific • Next disciplinary action should not be a surprise

18. Set a Follow-Up Date • Set a specific date and time for a follow-up meeting • Regularly observe employee’s behavior • Summarize the improvement plan in writing

19. End on a Positive Note • Offer support • Express confidence in employee’s ability to improve • Shake hands • Communicate again with the employee before the end of the day