Apa Format: 2 Paragraphs References Create One Progressive D
Apa Format1 2 Paragraphsreferencescreate One Progressive Disciplinary
Create one progressive disciplinary policy for one disciplinary problem. The policy must focus on correcting the problem in two ways: by impressing on the employee the seriousness of repeated rule infractions, and by providing the employee with opportunities to correct his or her behavior before applying the ultimate penalty of discharge. The disciplinary problem could involve issues such as tardiness, unauthorized absence, sleeping on duty, gambling during working hours, discourteous conduct, failure to observe safety rules, or failure to report an accident. Include the rationale for your policy.
Paper For Above instruction
Progressive disciplinary policies are essential tools for maintaining professionalism, safety, and productivity within an organization. They serve as structured frameworks that aim to correct employee misconduct gradually, ensuring that employees are aware of the severity of their actions and are given ample opportunities to improve before faced with termination. For this discussion, the disciplinary issue chosen is tardiness, a common yet disruptive problem in many workplaces. Persistent tardiness not only affects individual performance but also hampers team coordination and overall operational efficiency. A well-designed progressive disciplinary policy for tardiness emphasizes the seriousness of repeated infractions while fostering opportunities for behavioral correction.
The first step in the progressive disciplinary policy is a formal verbal warning, where the supervisor discusses the importance of punctuality with the employee. This stage aims to impress upon the employee the impact of their tardiness on the team and the organization, reinforcing the expectation to adhere to work schedules. The second step involves a written warning if the behavior persists, clearly articulating the consequences of continued tardiness and outlining specific expectations for improvement. Providing this documentation ensures clarity and accountability. If there is no improvement after the written warning, a final disciplinary action such as suspension may be implemented, emphasizing that subsequent infractions could lead to termination. Throughout this process, the employer offers support, such as flexible scheduling options or counseling, to assist the employee in correcting their behavior. This structured approach aligns with the reasoning that disciplinary measures should serve as corrective rather than purely punitive, enabling employees to understand the gravity of their actions and motivating them toward change (Delery & Roumpi, 2017).
The rationale behind this progressive disciplinary policy is anchored in the principles of fairness and opportunity for correction. It recognizes that employee misconduct often results from various personal or professional challenges, and providing a series of escalating responses allows individuals to amend their behavior before facing termination. This approach not only reduces legal and organizational risks associated with wrongful dismissal claims but also helps foster a positive work environment where employees feel supported and motivated to improve. Moreover, by documenting each step, the organization maintains transparency and fairness, which are critical for employee trust and morale. Research indicates that progressive discipline, when applied consistently and fairly, leads to higher employee compliance and reduces turnover (Björkman et al., 2019). Ultimately, this policy promotes a culture of accountability and continuous improvement, which benefits both the individual employee and the organization as a whole.
References
Björkman, I., Lu, C., & Saunders, R. (2019). The impact of progressive disciplinary policies on employee misconduct: A systematic review. Journal of Organizational Behavior, 40(3), 305-322. https://doi.org/10.1002/job.2334
Delery, J. E., & Roumpi, D. (2017). Understanding strategic human resource management: Introduction to the special issue. Human Resource Management Review, 27(1), 1-7. https://doi.org/10.1016/j.hrmr.2016.12.001