personnel management

Personnel Management

Mrs. Bhaumika Sharma

Lecturer, MMIHS

Definitions

• Drive: To repulse or put to flight by force or influence

• Motives: An emotion, desire, physiological need, or similar impulse that acts as an incitement to action.

Motivation • The force within the individual that influences strength

or direction of behavior – Mills (1998)• Motivation is a process that accounts for an

individual’s intensity direction and persistence of effort toward attaining a goal – Stephen Robbins

• Motivation refers to factors that cause, channel and sustain an individual’s behavior – James Stoner

• “Motivation is defined as an internal drive that activates behavior and gives it direction. The term motivation theory is concerned with the processes that describe why and how human behavior is activated and directed” (Romando, 2007).

Contd. • Motivated people are those who have made a

conscious decision to devote considerable effort to achieving something that they value.

• What they value will differ greatly from one individual to another.

• There are a variety of ways to motivate people, including the fear of losing a job, financial incentives, self fulfillment goals ad foals for the organization or groups within the organization.

Maslow’s hierarchy of needs

• In 1943, Dr. Abraham Maslow 's article "A Theory of Human Motivation " appeared in Psychological Review

• Abraham Maslow's book Motivation and Personality (1954), formally introduced the Hierarchy of Needs.

06/09/2012 5Prepared by Ms. Bhaumika Sharma

Types of Needs

• Maslow believed that these needs are similar to instincts and play a major role in motivating behavior.

• Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs), meaning that these needs arise due to deprivation.


Contd.

• Maslow termed the highest-level of the pyramid as growth needs (also known as being needs or B-needs).

• Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.


Contd.

• Maslow’s hierarchy of needs is an interdisciplinary theory that is useful for designing priorities of nursing care

• The hierarchy includes five (5) levels of priority.


Maslow Hierarchical Need

• 1st level: basic level, includes physiological needs e.g. air, water and food

• 2nd level: includes safety and security needs, which includes physical and psychological security

• 3rd level: contains love and belonging needs e.g. friendship, social relationships, sexual love


Contd.

• 4th level: encompasses esteem and self-esteem needs e.g. self confidence, usefulness, achievement, self worth

• 5th level: need for self actualization, state of fully achieving potential and having the ability to solve problems and cope realistically with life’s situations


Contd.

• The basis of Maslow's motivation theory is that human beings are motivated by unsatisfied needs, and that certain lower factors need to be satisfied before higher needs can be satisfied.


Contd.

• Maslow’s hierarchy is useful in setting client priorities

• It’s a way to plan for individualized care • Maslow's model indicates that fundamental,

lower-order needs like safety and physiological requirements have to be satisfied in order to pursue higher-level motivators along the lines of self-fulfillment.


MASLOW’S HIERARCHY OF

NEEDS

Self actualization

Esteem

Love and Belonging

Safety

Physiological06/09/2012 13Prepared by Ms. Bhaumika Sharma

Basic/ Physiological

Safety/ Security

Social

Ego

Self-fulfilment

•Basic salary•Safe working conditions

•Job security•Fringe benefits

•Compatible work group •Friendships at work

•Merit pay increase•High status job title

•Challenging job•Creative task demands •Advancement opportunities•Achievement in work

Related aspects at workMaslow’s hierarchy of needs

Physiological Needs

• Physiological needs are those required to sustain life, such as:– Air – Water – Food – Sleep

• Higher needs such as social needs and esteem are not recognized until one satisfies the needs basic to existence.


Physiological need, in organization

• Healthy atmosphere

• Comfortable work place

• Provide ample breaks for lunch

• Reasonable salary


Safety Needs

• Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm.

• Such needs might be fulfilled by:– Living in a safe area – Medical insurance – Job security – Financial reserves


Safety and security needs, in organization

• Safe working environment • Job security • Freedom from threats. • Security of source of income• Other fringe benefit• Protection from physical harm• Insurance against risk


Social Needs

• Once a person has met the lower level physiological and safety needs, higher level motivators awaken.

• The first level of higher level needs are social needs.


Contd.

• Social needs are those related to interaction with others and may include:– Friendship – Belonging to a group – Giving and receiving love


Love and belonging need, in organization

• Feeling of acceptance• Feeling of belongingness, and community by

reinforcing team dynamics• Grapevine communication• Member of formal and informal group within

organization


Esteem Needs

• After a person feels that they "belong", the urge to attain a degree of importance emerges.

• Satisfaction of the self esteem needs leads to feeling of worth, strength, and capability

• Esteem needs can be categorized as external motivators and internal motivators.

• Internally motivating esteem needs are those such as self-esteem, accomplishment, and self respect.


Contd.

• External esteem needs are those such as reputation and recognition.

• Some examples of esteem needs are:– Recognition (external motivator) – Attention (external motivator) – Social Status (external motivator) – Accomplishment (internal motivator) – Self-respect (internal motivator)


Self esteem, in organization

• Recognition of achievements• Assignment of important projects,• Status and prestige


Contd.

• Maslow later improved his model to add a layer in between self-actualization and esteem needs: the need for aesthetics and knowledge.


Self-Actualization

• Self-actualization is the summit of Maslow's motivation theory.

• It is about the quest of reaching one's full potential as a person.

• Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow.


Contd.

• Self-actualized people tend to have motivators such as:– Truth – Justice – Wisdom – Meaning


Contd.

• Self-actualized persons have frequent occurrences of peak experiences, which are energized moments of profound happiness and harmony.

• According to Maslow, only a small percentage of the population reaches the level of self-actualization.


Self-Actualization, in organization

• Challenging and meaningful works• Assignments which enable innovation• Creativity to long-term goals.


Applying Maslow's Needs Hierarchy - Nursing Management Implications

• If Maslow's theory is true, there are some very important leadership implications to enhance workplace motivation.

• There are staff motivation opportunities by motivating each employee through their style of management, compensation plans, role definition, and company activities.


Contd.

• Physiological Motivation: Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life's essentials.

• Safety Needs: Provide a working environment which is safe, relative job security and freedom from threats.

• Social Needs: Generate a feeling of acceptance, belonging and community by reinforcing team dynamics.


Contd.

• Esteem Motivators: Recognize achievements, assign important projects and provide status to make employees feel valued and appreciated.

• Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity to long-term goals.


Remember…

• Everyone is not motivated by same needs. • At various points in their lives and

careers, various employees will be motivated by completely different needs.

• It is imperative to recognize each employee's needs currently being pursued.

• In order to motivate employees, leader must understand the current level of needs at which the employee finds themselves and influence needs for workplace motivation.


Maslow's Theory - Limitations and Criticism

• Though Maslow's hierarchy makes sense intuitively, little evidence supports its strict hierarchy.

• Actually, recent research challenges the order that the needs are imposed by Maslow's pyramid e.g. in some cultures, social needs are placed more fundamentally than any others.

• Further, Maslow's hierarchy fails to explain the "starving artist" scenario, in which the aesthetic neglects their physical needs to pursuit of aesthetic or spiritual goals.


Contd.

• Additionally, little evidence suggests that people satisfy exclusively one motivating need at a time, other than situations where needs conflict.

• While scientific support fails to reinforce Maslow's hierarchy, his thery is very popular, being the introductory motivation theory for many students and managers, worldwide.

• To handle a number of the issues of present in the Needs Hierarchy, Clayton Alderfer devised the ERG theory, a consistent needs-based model that aligns more accurately with scientific research.


Contd.

• To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms.


Theory “X” and theory “Y”

• Douglas McGregor proposed a Theory X and Theory Y model to explain basic human traits

• A traditional management theories. • Theory ‘X’ leads management naturally • Theory ‘Y’ leads to an emphasis on the tactics

of control procedure and techniques for telling people what to do, for determining whether they are doing it, and for administrating rewards and punishment.

Theory X assumptions are:• Theory X assumes that the average person:

Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and

would rather follow than lead. Is self-centered and therefore does not care

about organizational goals. Resists change. Is gullible (susceptible)m and not particularly

intelligent.• Essentially, Theory X assumes that people work only

for money and security.

Theory Y makes the following general assumptions:

Work can be as natural as play and rest. People will be self-directed to meet their work

objectives if they are committed to them. People will be committed to their objectives if rewards

are in place that address higher needs such as self-fulfillment.

Under these conditions, people will seek responsibility. Most people can handle responsibility because creativity

and ingenuity are common in the population.• Under these assumptions, there is an opportunity to align

personal goals with organizational goals by using the employee's own quest for fulfillment as the motivator.

Theory X Implication:

• Assumes that people want direction, have little ambition, avoid responsibility, but want security

• A manager with a theory X philosophy would probably use fear and threats to motivate personnel, supervise closely, delegate this responsibility and don’t consider personnel participation in planning.

Theory Y Implication:

• Leads to a pre-occupation with the nature of relationship, creating an environment which will encourage commitment to organization objectives

• McGregor makes the assumption that people like and enjoy work self-directed and seek responsibility.

• Manager with such philosophy will use positive incentives such as praise and recognition, give general supervision, provide opportunities for individual growth, delegate responsibilities, and encourage participation in problem solving .

Factors Theory ‘X’ Theory ‘Y’

Work Disliked and avoided Liked and accepted

Control Managerial control Self control employees

Direction Formal by supervision

Self direction by employees

Responsibility Avoided Learn to accept and seek

Change Resistance Accepted

Needs Lower order needs Higher order needs

Goals Focus on organizational goals

Integrates individual and organizational goals

Relationship of Motivation on Job Satisfaction and Morale

• Moral is a state of mind related to cheerfulness, confidence and discipline (Webster’s dictionary)

• In other terms, who works confidently, courageously, and with discipline demonstrates high morale

• Moral is also productivity, quality, job satisfaction and motivation, communication skills of the leader.

• Recognition and praise contribute to high morale.

Contd. • Morale is stated as ‘the professional interest and

enthusiasm that a person displays towards the achievement of individual and group goals in a given job situation’.

• Most of the researchers explained few set conditions of the morale. These are as follows. – Morale, being an abstract thing, cannot be defined or

described easily. – Morale cannot be measured by traditional methods as it is

constantly in state of change. – Morale may not be described or explained by a single

factor. Different factors like confidence, enthusiasm, willing hard work etc. required to explain it.

Contd.

• Houchard concluded that, morale includes three different factors i.e. belongingness, rationality, and identification.

• Belongingness is a positive relation with coworkers and organization.

• Rationality mentions the similarity between individuals and organizational goals to be achieved.

• The recognition, an employee wants in an organization, is called identification and that can be achieved when an individual’s values remain same as that of the organization.

Contd.

• Now-a-days, low morale is a problem in many educational organizations.“

• Low status, poor salary, fear of increasing accountability and lack of professional autonomy are the major factors of low teachers’ morale

• Job satisfaction is “the extent to which a personal hope, desires, and expectations about the employment are fulfilled”. – Collin’s English Dictionary

Contd.

• It is also the indicator of emotional or psychological health of a person.

• Job satisfaction includes feeling of an employee towards his or her job, consisting different factors of the. – Spector

• Job satisfaction is a response towards various factors of one’s job.

• Job Satisfaction is “a state of mind encompassing all those feelings determined by the extent to which the individual perceives her/his job-related needs to be being met” – Evans

Common Factors Affecting Morale in Working Condition (Job)

• Absence of apathy (lack of concern)• Absence of undue stress associated with job• Career goal progress • Confidence in the management• Development skill, talents and abilities • Economic well being (salary, benefits)

Contd.

• Employee commitment, involvement and influence

• Employee state of mind • Impact of job on personal life • Physical working environment • Relationship with supervisors and work group• Respect for the individual • Union management relations

Significance of Job Satisfaction & Morale

• Employees with high job satisfaction and morale are interested and committed to organizational goal and cooperate toward its achievement.

• Lack of dissatisfaction among the employees helps in reducing the rate of absenteeism and high turnover. The reduction in the cost of recruitment, training of new employees thus adds in the reduction of unit cost of production.

Contd.

• People with high job satisfaction and morale comply with organizational policy, rule and regulation readily, and maintain high discipline in an organization.

• People with high job satisfaction and morale are confident and self –motivated so it reduces the supervisory load of the manager

• High job satisfaction and morale prevents interpersonal and organizational conflict by reducing the occurrences of complaint and grievances

Contd.

• High satisfaction and morale add to the prestige of the organization providing favorable impact to others.

Factors influencing Job Satisfaction and Morale

• All the motivating factors are affected by the Job Satisfaction and Morale. They are:

1. Organization itself: the motivating factor existing in the organization are:– When org. goals are clear and achievable, employees

attitudes are favorable to the total group situation and to the purpose of attaining organizational objectives

– The organizational structure is not too large and impersonal, and has well specified line of authority

– The channel of communication is well specified and open– The power and authority is decentralized – The methods of operation chosen are efficient

2. The Working Condition (Climate)

The conditions which prevents dissatisfaction among the employees and help maintain the satisfaction level of employees are:– Working environment is clean, physical condition are

compatible with employees’ (basic needs for comfort and safety) and workspace is adequate and pleasant

– Salary and fringe benefits and other benefits e.g. risk benefits and medical benefits are satisfactory

– The prospect of pay rise and promotion in the career is ensured

– Job security and financial security for old age (pension and gratuity) is well planned.

3. The Work itself

The most important factor which affects the job satisfaction and morale of the employees is the nature of the task they are entitled. Employee are more motivated to work if they find that: – Job which is not dull and monotonous, but different,

unique and challenging, which help build the self esteem– Job which suits people’s capability, encourages the to put

their best by drawing their potentials– Job which ensures fair distribution ob workload among the

employees– Working hour is compatible to their personal life

4. The Interpersonal Relationship

Job satisfaction and morale are the byproducts of group relationships. The confidence of individual member has on his/her group will always have a positive impact on individual or group satisfaction. Various helpful conditions are: – Confidence of a group member in the purpose of the

group– Harmonious, warm and supportive relationships with

subordinates, coworkers and superiors– The absence of value conflict that lowers the complaints

and grievances in the organization

5. Worker’s Perception of the Reward System

There is positive relationship of employee satisfaction and meaningful reward for performance. The condition that increase the satisfaction of the employees are:– Opportunity for rewarding the good performance is

abundant – All good performances (small or large) are recognized or

rewarded in some way– Rewards given are specific and relevant to particular

performance– Rewards are given immediately after performance if

possible – Reward is fair and equitable

6. Staff development Opportunities

For better performance its essential for organization to help employee develop and grow, prevent burnout syndrome, maintain high morale by satisfying psychological needs. – Provide opportunity for building the capacity on

the job through job orientation, job rotation and entrusting of special projects and assignments

– In service training to expose the employees to new concepts and techniques in their respective fields

Contd.

– A well built career development plan that ensures higher social status and opportunity for higher position in career ladder

– Provision for higher education for employees, for fulfilling sense of achievement and self fulfillment

– Placement according to the workers educational level

7. Leadership

The leader behavior as perceived by the workers highly influences motivational level. Few leadership qualities and or functions will help in motivating the workers. – leader befits the characteristics of an ideal leader as

perceived by the employees– Employees confidence on the capability of their

leader– Participative style of leadership which fulfills

employees esteem need ( recognition and self worth)– Effective supervision which helps in building self

confidence and self discipline

8. Employee’s Mental, Emotional and Physical Condition

Mental and physical condition of employees affects themselves, group members and also the other group members.

A MOTIVATION FRAMEWORK• Human motives are based on subconscious and unconscious

felt needs. The needs caused drive; drives generate a specific behavior, which helps to reach the set goal. This approach is based on need deficiencies and goal directed behavior.

• Need theory is considered a type of internal motivation because an individual’s desires, wants and needs exist within oneself

Needs Wants Tensions

ActionsSatisfaction

Gives rise to Causes

Results in

Give ris e to

Fredrick Herzberg’s Motivation-Hygiene Theory

• This motivation hygiene theory is developed by Fredrick Herzberg and his associates.

• This is a two-factor theory where an individual’s needs are categorized into two groups:– Hygiene factors or dissatisfiers – Motivators or satisfiers

• The “dissatisfiers” are not motivation factors but the “maintenance or hygiene factors” because people will not feel dissatisfied if all of these maintenance factors exist at the optimum level on the work situation, however they will not motivate people to work.

Contd.

– A different set of factors is necessary t build motivation among workers.

– These factors are intrinsic in nature and called “motivators’ or “satisfiers’.

– Presence of satisfiers give people desire to work and to do that work well

– Its also very important to remember that the opposite of dissatisfaction may not be satisfaction.

Contd.

Hygiene Factors/ Dissatisfiers

Motivation Factors/Satisfiers

• A fair salary and fringe benefits • Positive working conditions• Working

relationships/status• Job security • Quality of supervision• Personal life • Company policy and

administration

• Challenging work (opportunity to accomplish significant thing)• Recognition for good work • Added responsibility • Opportunity to grow and

develop on the job (personal growth)• Opportunity for

advancement

Victor Vroom’s Motivation Theory

• Victor Vroom proposed that a person’s performance is the functions or relationships of his ability, his motivation to work and the environment that exert influence upon him.

• P = f (A x M x E)where, P= Performance, M= Motivation,

A= Ability (Knowledge x Skills), E= Environment

Types of Motivation• Motivation can be classified as positive or

negative. • Positive motivations are the process of

attempting to increase the frequency of behavior of others through the possibility of gain or reward. This is also called “pull mechanism.” The four Ps: praise, prestige, promotion and paycheck fall under this category.

• Negative motivation is based on the fear of consequences for not complying with.

Contd. • The other classification is extrinsic and

intrinsic motivation. • Extrinsic motivations arise from the job and

they are: wages, fringe and other benefits from job, monetary rewards, holidays, promotion, etc

• Intrinsic rewards occur on the job. Intrinsic reward is the satisfaction one gets with the job itself. Feeling of accomplishment, having pride in work, feeling of self-worth, sense of recognition, feeling of power.

Motivating the Staff/Employees in an Organization

1. Evaluate oneself• In order to motivate, encourage and control your staff’s behavior, it is

essential to understand, encourage and control your own behavior as a manager.

• Work upon utilizing your strengths and opportunities to neutralize and lower the negative impact of your weaknesses and organizational threats.

• The manager should adopt the approach “You’re OK - I’m OK”.

2. Be familiar with your staff• The manager should be well acquainted with his staff. • The more and the better he knows his staff, the simpler it is to get them

involved in the job as well as in achieving the team and organizational goals.

• This will also invite staff’s commitment and loyalty. • A cordial superior-subordinate relationship is a key factor in job-

satisfaction.

Contd.

3. Provide the employees certain benefits• Give your staff some financial and other

benefits. • Give them bonuses, pay them for overtime,

and give them health and family insurance benefits.

• Make sure they get breaks from work. Let them enjoy vacations and holidays.

Contd. 4. Participate in new employees induction programme• Induction proceeds with recruitment advertising. • At this point of time, the potential entrants start creating their own

impressions and desires about the job and the organization. • The manner in which the selection is conducted and the consequent

recruitment process will either build or damage the impression about the job and organization.

• Thus, the manager must have a say in framing the advertisement and also in the selection and recruitment process.

• After the decision about the candidate is made, the manager must take personal interest in the selected joinee’s joining date, the family relocation issues, cost of removal, etc.

• Being observed by the new recruit and your entire team / staff to be involved completely, will ensure a persuasive entry in the organization.

Contd. 5. Provide feedback to the staff constantly• The staff members are keen to know how they are

performing. • Try giving a regular and constructive feedback to your staff. • This will be more acceptable by the staff. • Do not base the feedback on assumptions, but on facts and

personal observations. • Do not indulge in favouritism or comparing the employee

with some one else. Sit with your staff on daily or weekly basis and make sure that feedback happens.

• This will help in boosting employee’s morale and will thus motivate the staff.

Contd. 6. Acknowledge your staff on their achievements• A pat on the back, some words of praise, and giving a

note of credit to the employee / staff member at personal level with some form of broad publicity can motivate the staff a lot.

• Make it a point to mention the staff’s outstanding achievements in official newsletters or organization’s journal.

• Not only acknowledge the employee with highest contribution, but also acknowledge the employee who meets and over exceeds the targets.

Contd. 7. Ensure effective time management• Having control over time ensures that things are

done in right manner. Motivate your staff to have “closed” times, i.e., few hours when there are no interruptions for the staff in performing their job role so that they can concentrate on the job, and “open” times when the staff freely communicate and interact.

• Plan one to one sessions of interaction with your staff where they can ask their queries and also can get your attention and, thereby, they will not feel neglected.

• This all will work in long run to motivate the staff.

Contd.

8. Have stress management techniques in your organization

• Create an environment in which you and your staff can work within optimum pressure levels.

• Ensure an optimistic attitude towards stress in the workplace. Have training sessions on stress management, and ensure a follow-up with group meetings on the manner stress can be lowered at work.

• Give your staff autonomy in work. Identify the stress symptoms in employees and try to deal with them.

Contd.

9. Use counseling technique• The employees’ / staff feelings towards the

work, their peer, their superiors and towards the future can be effectively dealt through the staff counseling.

• Counseling provides an environment, incentive and support which enable the employee to achieve his identity.

Contd.

10. Give the employees learning opportunities• Employees should consistently learn new skills on the

job. • It has been well said by someone that with people

hopping jobs more often than required and organizations no longer giving job security to employees, the young blood employees specifically realize that continuing learning is the best way to remain employable.

• Opportunities should be given to the employees to develop their skills and competencies and to make best use of their skills.

• Link the staff goals with the organizational goals.

Contd. 11. Set an example for your staff / subordinates• Be a role model for your staff. • The staff would learn from what you do and not from what

you say / claim. • The way you interact with your clients / customers and how

do you react later after the interaction is over have an impact upon the staff.

• The staff more closely observes your non-verbal communication (gestures, body language).

• Being unpunctual, wasting the organization’s capital, mismanaging organization’s physical equipments, asking the staff to do your personal work, etc. all have a negative impact on the staff.

• Try setting an example for your staff to follow.

Contd.

12. Smile often• Smiling can have a tremendous effect on boosting the morale

of the staff. • A smiling superior creates an optimistic and motivating work

environment. • Smiling is an essential component of the body language of

confidence, acceptance and boldness. • Smile consistently, naturally and often, to demonstrate that

you feel good and positive about the staff who works for you. • It encourages new ideas and feedback from the staff. • The staff does not feel hesitant and threatened to discuss

their views this way.

Contd.

13. Listen effectively• Listening attentively is a form of recognizing and appreciating

the person who is talking. • Reciprocal / Mutual listening develops cordial and healthy

personal relationships on which the employee / staff development rests.

• If the managers do not listen attentively to the subordinates, the morale of the subordinates lowers down and they do not feel like sharing their ideas or giving their views.

• Effective listening by the manager boosts up the employees’ morale and thus motivates them.

Contd.

14. Ensure effective communication• In order to motivate your staff, indulge in effective

communication such as avoid using anger expressions, utilize questioning techniques to know staff’s mindset and analysis rather than ordering the staff what to do, base your judgments on facts and not on assumptions, use relaxed and steady tone of voice, listen effectively and be positive and helpful in your responses.

• Share your views with the staff.

Contd.

15. Develop and encourage creativity• The staff should be encouraged to develop the

creativity skills so as to solve organizational problems.

• Give them time and resources for developing creativity. Let them hold constant brainstorming sessions.

• Invite ideas and suggestions from the staff. They may turn out to be very productive.

Contd.

16. Don’t be rigid. Be flexible• Introduce flexibility in work. Allow for flexible

working hours if possible. • Let the employees work at home occasionally if need

arises. Do not be rigid in accepting ideas from your staff.

• Stimulate flexible attitudes in the employees who are accountable to you by asking what changes they would like to bring about if given a chance.

Contd.

17. Adopt job enrichment• Job enrichment implies giving room for a better

quality of working life. • It means facilitating people to achieve self-

development, fame and success through a more challenging and interesting job which provides more promotional and advancement opportunities.

• Give employees more freedom in job, involve them in decision-making process, show them loyalty and celebrate their achievements.

Contd.

18. Respect your team- Respect not only the employees’ rights to share and express their views, and to be themselves, but their time too.

• This will ensure that the employees respect you and your time.

• Make the staff feel that they are respected not just as employees / workers but as individuals too.

DISCIPLINARY ACTION

• Disciplinary Action: Formal actions taken when either corrective measures fail to correct a previous problem or the seriousness of the offense warrants more formal measures.

• Disciplinary Actions can only be imposed only by an appointing authority

Contd.

• Corrective type actions are generally more informal, non-pay affecting preventative measures to encourage appropriate behavior/job performance.

• Disciplinary actions are taken as a formal “discipline” step when more informal measures have not altered/eliminated inappropriate behavior/performance.

• The steps taken are typically progressive in nature but, may be adjusted depending on the severity of the infraction.

Contd. • Because of the serious nature and impact of

disciplinary action, there are several additional considerations.

• For example, performance or conduct, evaluations, years of service, and performance history may serve as mitigating factors.

• It is in accordance with this concept that two employees who have committed identical forms of misconduct may receive different levels of discipline.

• The level of discipline taken is generally determined by the employee’s overall employment history.

PURPOSES & OBJECTIVES OF DISCIPLINARY ACTION

• To enforce rules and regulations.• To punish the offender.• To serve as an example to others to strictly follow

rules.• To ensure the smooth running of the organization.• To increase working efficiency.• To maintain industrial peace.• To improve working relations and tolerance.• To develop a working culture which improves

performance.

GUIDELINES/STEPS FOR DISCIPLINARY ACTION

• Suspension Without Pay• Reduction in Salary• Demotion• Dismissal/Immediate Dismissal

Suspension Without Pay• A suspension removes the employee from the work

site without pay for a specified period of time. • Suspensions can range between 1 – 15 days, with a

30 calendar day maximum within a calendar year, and are typically progressive.

• For example, depending on the severity of the conduct the first offense may be 2 days and the next offense 5 days.

• When considering disciplinary action, determine which action is most appropriate.

• For example, suspending an employee with an attendance problem may not be a good choice.

Reduction in Salary

• A reduction in salary results in a reduction of an employee’s pay for a specified period of time.

Demotion• A demotion moves an employee from his/her

position into a different position at a lesser salary range.

• The demotion can be temporary or permanent. • Demotion is generally used as a follow-up to

previous disciplinary action or for an incident of serious misconduct.

Contd.

• Permanent Demotion may be an appropriate action to consider when, for example, it is apparent that an employee is incapable of adequately performing the duties and responsibilities of his/her position or when a person needs to be removed from supervisory responsibility.

Dismissal/Immediate Dismissal• A dismissal separates the employee from

employment. • Dismissal is the ultimate disciplinary action. • Dismissal generally is taken as a follow up to

previous disciplinary action or for extreme acts of misconduct.

• The concept of progressive discipline is not always applicable.

• Dismissal may be a suitable action in response to an isolated incident of egregious is conduct

• Dismissal: An appointing authority may dismiss an employee with fifteen (15) calendar days’ written notice.

Immediate Dismissal

(1) An appointing authority may dismiss an employee effective immediately with pay in lieu of the fifteen (15) calendar days’ notice period.

• As required by WAC (Washington Arms Collector) the appointing authority must still provide written notice of the specific charge(s) and the employee’s rights to appeal.

Contd.

(2) An appointing authority may dismiss an employee effective immediately without pay in lieu of the fifteen (15) calendar days’ notice period if the appointing authority determines that continued employment of the employee jeopardizes the good of the service.

• The appointing authority must provide written notice of the immediate dismissal stating the reason(s) for dismissal, the reasons immediate action is necessary, and the employee’s right to appeal.

Thank You

personnel management

Health & Medicine

bhaumika sharmaprepared

physiological needs

security needs

esteem needs

growth needs

bhaumika sharmacontd

unsatisfied needs

bhaumika sharmalecturer