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PubMed1984

Progressive discipline.

A structured, stepwise approach to employee discipline is described in which penalties increase in severity if problems are not corrected. Managers should apply all disciplinary measures consistently and should comply with hospital, union, or personnel department procedures where applicable. The steps of progressive discipline include oral counseling, written warning notices, suspension without pay, and termination of employment. Disciplinary sessions should be documented and follow-up sessions should be held to evaluate progress. An oral counseling session should be held immediately after a problem appears and should include a specific description of the problem and its implications by the supervisor, an explanation and suggestions for correction by the employee, and agreement on a specific plan of action. If the problem persists, the manager should give a written warning notice and again discuss the problem and a specific plan of action. One or more suspensions for three or five days may be used, depending on policy and the manager's judgment. When firing an employee, the manager should review previous disciplinary measures and explain the institution's appeal process. If all disciplinary steps have been followed, the appeal should be denied. Use of the progressive discipline process encourages satisfactory employee performance. The specific steps ensure that employees are treated fairly, and documentation of the process supports the manager's action when an employee must be fired.

Counseling↗
PubMed1996

Employee misconduct: discipline or prevention.

Discipline is something that can only be imposed after an act of misconduct has already occurred, but managers can use strategies to prevent misconduct before it occurs. When an act of employee misconduct does occur, supervisors should know how to deal with the situation effectively. Management training and knowledge of appropriate administration of discipline will greatly enhance the probability that undesirable behaviors are changed and that when termination of employment becomes necessary, arbitration and litigation will not suspend, reduce, or reverse management's decisions.

Employee Discipline↗
PubMedDate not supplied

The ABCs of labor management.

Today, many healthcare facilities co-exist with unions, a fact that makes collective bargaining agreements (CBAs) important. Considered by many employees to be their bible, a CBA is a contract written for a certain period of time and negotiated with the employer by union representatives and designated company employees. CBAs follow existing laws. Guidelines called "due process" must be followed in employee discipline situations. Overlooking even one of these guidelines can provide a loophole if a legal dispute should arise. An organizational chart is a representation of a department's chain of command. It presents a clear picture of how the department is run and is useful for employees who wish to make use of an open-door policy. An informal hearing is a meeting between an employee and the employer to make the employee aware of an existing problem. No disciplinary action is taken, but may be at a later date, if the problem continues. In a formal grievance discussion, the employee is made aware of an existing problem and discussion centers around resolving the issue. Under the Weingarten decision, an employee can refuse submit to an investigatory interview without union representation, if the employee reasonably believes disciplinary action will be taken. "Just cause," considered the basis for disciplinary actions, must contain basic elements and the necessary documentation to be valid. Without just cause, an attorney for the employee may find a technicality or loophhole in any ensuing hearing, civil action or arbitration. Managers must know a great deal about labor-related law. Sooner or later, many will face an employee situation where knowledge of the due process guidelines will be useful.

Awareness↗
PubMed1983

Limitations on an employer's right to discipline and discharge employees.

An employer's prerogative to discipline and discharge its employees has been substantially infringed by the courts, state legislatures, Congress, and governmental agencies. In its recent Materials Research decision, the National Labor Relations Board has expanded the Weingarten principle by limiting the employer's ability to conduct investigatory and disciplinary interviews of nonunion employees. In addition, state courts and legislatures have begun to scrutinize the grounds for an employer's discharge of an employee, and Congress has statutorily prohibited the discipline or discharge of employees who "blow the whistle" on their employers under certain circumstances. This article will evaluate recent developments in this area of law and explore their impact on an employer's right to discipline and discharge its employees.

Employee Discipline↗
PubMed1978

Controlling absenteeism can help curb hospitals' costs.

Absenteeism involves costs associated with sick pay, overtime pay, decreased employee productivity, and less effective patient care. Hospital management and supervisors must minimize absenteeism and its costs by thoroughly recording and evaluating employees' attendance patterns, counseling and disciplining employees when necessary, and applying policies on attendance with consistency.

Absenteeism↗
PubMed1986

AIDS: responding to the crisis. Legal implications for health care providers.

In the future, health care providers will not be able to avoid the legal problems that the AIDS epidemic presents. They can find guidance in the long-standing legal principles of privacy and confidentiality and of fair employment. Many laws contain confidentiality principles that focus on the right of patients to determine who has access to their confidential health care information. Dissemination of such information to those who have no legal or rational requirement to know it may result in the provider's criminal and/or civil liability. The HTLV-III blood test brings additional pressures to bear on patients' and employees' confidentiality rights. Since the test indicates only that the subject has been infected by the virus--not whether the person has or will develop AIDS--widespread mandatory screening is inadvisable because it could lead to unjustified discrimination. Under principles of handicap-discrimination law, health care providers may not terminate or discriminate against an employee with HTLV-III infection unless the employee cannot perform the job or poses a danger to the health and safety of himself or others. An employee who refuses to treat AIDS patients may be lawfully disciplined. Under health and safety laws, however, employers who discipline employees for wearing extra protective gear risk liability.

Acquired Immunodeficiency Syndrome↗
PubMed1984

Personnel management for hospital pharmacists.

This paper launches a seven-part series of articles on personnel management for hospital pharmacists. The series is designed to help hospital pharmacists who supervise other workers improve their skills in handling personnel matters. Methods of managing the pharmacy manager will be reviewed, including the establishment of goals and priorities, time management, and mechanisms for coping with stress. Techniques for recruiting, interviewing, and hiring and for training new employees will be presented. Several motivation theories will be examined and applied to professional and supportive personnel in the pharmacy department. Methods of evaluating performance and disciplining employees will be reviewed. Each article will include typical examples from hospital pharmacy practice to illustrate the concepts.

Personnel Management↗
PubMed2002

Organizational culture: its impact on employee relations and discipline in health care organizations.

Organizations need to examine their cultures at the level of the "shop floor"--in health care, the point where health care workers deal with patients--to determine if the culture is consistent with management policies and will permit an effective program of reward and discipline. This article describes a case where organizational culture was a major imperative in the outcome of an arbitration case. Discussed is a shop-floor situation in manufacturing holding implications for health care, a setting in which management, by countenancing counterproductive aspects of the culture, made it impossible to apply discipline as needed. The conclusion is that health care organizations that neglect the detrimental elements of their culture may find themselves not only at risk of poor employee relations, but also unable to apply discipline effectively.

Aggression↗
PubMed2006

Employed men and women substance abusers: job troubles and treatment outcomes.

The majority of U.S. adults with substance abuse or dependence are gainfully employed. However, little is known about outcomes among stably employed people in treatment for substance dependence. Participants (N = 212) entering a residential treatment program completed the Addiction Severity Index (ASI) at intake and 6 and 12 months follow-up. Significant improvements were seen in absenteeism, number of employment problem days, and whether their job was in jeopardy 12 months later. Overall, 65% were retained by their original employer. ASI composite alcohol, drug, legal, family, and psychiatric scores also improved significantly. Continuous abstinence was achieved by 65% and 51% at 6 and 12 months, respectively. Although less likely to be referred to treatment by their employer, women responded to treatment as well as men, reporting similar abstinence rates and overall quality of life during the year following discharge from treatment.

Absenteeism↗
PubMed1991

Absentee patterns among OR staff. Identifying aspects of the problem.

Absenteeism continues to be a great concern to hospital administrators. Nursing personnel should have a clear idea of acceptable attendance parameters based on written policies that are routinely administered. Efforts are now directed toward exploring strategies that reward personnel for good attendance records. Early development of professional attitudes related to absenteeism should continue to be supported and fostered. Implications from this preliminary study indicate that it may be more cost-effective to hire RNs than STs to work in ORs.

Absenteeism↗
PubMed1999

The clinician's role in assessing workplace violence.

Workplace violence can be an area of consultation for psychiatrists. However, the clinician must understand not only the limits of violence prediction, but also the corporate culture in which he or she will become involved. Evaluation of threats may involve review of written notes or taped recordings; the employee may or may not be seen. Corporate consultations sometime involve a split allegiance on the part of the clinician who must both advise the company and render a decision about the employee. The dynamics of violence within the workplace are discussed.

Computer Communication Networks↗
PubMed2005

Emotional display rules and emotional labor: the moderating role of commitment.

The authors examined whether commitment to emotional display rules is a necessary condition for emotional display rules to affect behavior at work. Results using structural equation modeling revealed that display rule commitment moderated the relationships of emotional display rule perceptions with surface acting, deep acting, and positive affective delivery at work, such that the relationships were strong and positive when commitment to display rules was high and weak when commitment to display rules was low. These findings suggest that motivation plays a role in the emotional labor process in that individuals must be committed to display rules for these rules to affect behavior.

Adaptation, Psychological↗