This Course Is Comprised Of A Series Of Individual Projects

This Course Is Comprised Of A Series Of Individual Project Assignments

This course is comprised of a series of individual project assignments that will contribute to a key assignment submission at the end of the course. The final key assignment is due in Week 5. As a health care department manager, you have 10 employees under your supervision. The attendance policy at your facility requires employees to uphold good attendance. If an employee is late more than 5 times in 1 month, the department manager must begin corrective action. One employee has been late to work 10 times this month. How will you handle this employee? Discuss the following in your assignment: Describe what is involved in corrective action. Describe a plan of corrective action for this employee. Would an employee be motivated or empowered to improve after corrective action is implemented? 1pg assignment.

Paper For Above instruction

Managing attendance issues within healthcare settings requires a structured approach rooted in clear policies and effective corrective actions. When an employee exceeds the permissible limit of lateness—being late more than five times in one month—an organized corrective process must ensue to address the behavior, improve performance, and maintain a productive work environment. This paper discusses what corrective action involves, outlines a plan for handling an employee who has been late 10 times in a month, and explores whether such corrective measures motivate or empower employees to improve their attendance.

Corrective action is a formal process used by management to address employee performance or behavior deficiencies that violate organizational policies. Its primary purpose is to modify undesirable behaviors while supporting the employee in achieving the expected standards. The process typically involves several steps: identifying the problem, discussing the issue with the employee, establishing a plan for improvement, and monitoring progress. Importantly, corrective action must be consistent, fair, and well-documented to ensure compliance with employment laws and to provide transparent records. It acts as both a disciplinary measure and an opportunity for employee development when implemented with a focus on constructive feedback and support.

In the context of excessive lateness, the corrective action begins with a private discussion between the manager and the employee. During this conversation, the manager should clearly explain the attendance policy, cite specific instances of lateness, and emphasize the impact on team performance and patient care. The employee should be given an opportunity to explain any underlying issues contributing to their tardiness. Following this, the manager and employee collaboratively develop a corrective plan that aims to resolve the problem.

A typical corrective plan for an employee with 10 late arrivals might include several components: revisiting the attendance policy, setting clear expectations, and establishing consequences for continued lateness. The plan may involve a written warning, a performance improvement plan, or increased supervision or check-ins. It might also include providing resources or support for any personal issues affecting punctuality, such as flexible scheduling if feasible. The goal is to motivate the employee to adhere to the attendance standards by making expectations explicit and providing support wherever possible. Additionally, follow-up meetings should be scheduled to review progress, provide feedback, and reinforce positive changes.

The effectiveness of corrective actions in motivating or empowering employees depends on how they are carried out. When corrective measures are viewed as fair, consistent, and supportive, they can serve as motivation by clarifying organizational expectations and demonstrating that management values adherence to policies for the benefit of patient care and team cohesion. Moreover, when employees understand that management is willing to provide assistance and opportunities for improvement rather than solely imposing punishment, they often feel more empowered to change their behavior. Empowerment can also be enhanced by involving employees in problem-solving and decision-making, fostering a sense of ownership over their improvement process.

However, it is important to recognize that overly punitive corrective actions or a lack of clear communication can have the opposite effect, leading to decreased motivation, resentment, or disengagement. Therefore, strike a balance by combining accountability with support, focusing on development rather than punishment, and recognizing progress made by the employee. These approaches can cultivate a work environment where employees feel motivated to improve and are empowered to take ownership of their performance.

In conclusion, corrective action is a vital component of managing employee attendance problems in healthcare. It involves a structured process aimed at clarifying expectations, providing support, and facilitating behavioral change. A thoughtful corrective plan to address chronic lateness can motivate employees by signaling fair treatment and focus on improvement, and it can empower employees if they are involved in the process and supported throughout. Effective management of attendance issues ultimately fosters a professional workplace committed to high-quality patient care and organizational excellence.

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