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PubMed1987

Managing problem performance. A supervisor's responsibility.

Following the suggestions in this paper will not guarantee that you will never have discipline problems or that you will deal with them effectively every time they arise. But the OR supervisor who provides good orientation, sets clear goals and standards, and who consistently motivates employees through foresight, praise, and encouragement should have fewer discipline problems. And if the supervisor develops the self-knowledge, communication skills, and administrative capabilities described in this paper, he or she should be able to cope with unavoidable problems more effectively.

Communication↗
PubMedDate not supplied

Manage your human sigma.

If sales and service organizations are to improve, they must learn to measure and manage the quality of the employee-customer encounter. Quality improvement methodologies such as Six Sigma are extremely useful in manufacturing contexts, but they're less useful when it comes to human interactions. To address this problem, the authors have developed a quality improvement approach they refer to as Human Sigma. It weaves together a consistent method for assessing the employee-customer encounter and a disciplined process for managing and improving it. There are several core principles for measuring and managing the employee-customer encounter: It's important not to think like an economist or an engineer when assessing interactions because emotions inform both sides' judgments and behavior. The employee-customer encounter must be measured and managed locally, because there are enormous variations in quality at the work-group and individual levels. And to improve the quality of the employee-customer interaction, organizations must conduct both short-term, transactional interventions and long-term, transformational ones. Employee engagement and customer engagement are intimately connected--and, taken together, they have an outsized effect on financial performance. They therefore need to be managed holistically. That is, the responsibility for measuring and monitoring the health of employee-customer relationships must reside within a single organizational structure, with an executive champion who has the authority to initiate and manage change. Nevertheless, the local manager remains the single most important factor in local group performance. A local manager whose work group shows suboptimal performance should be encouraged to conduct interventions, such as targeted training, performance reviews, action learning, and individual coaching.

Behavioral Sciences↗
PubMed1993

Reinstatement of the sexual harasser: the conflict between federal labor law and Title VII.

Greater numbers of employers are adopting and vigorously enforcing policies prohibiting sexual harassment in the workplace. Discipline, including possible termination of employment, often is prescribed for the violation of such policies. When employees are represented by a union and covered by a collective bargaining agreement, final decisions relating to discipline often are made by arbitrators pursuant to the agreement's grievance and arbitration procedure. For a variety of reasons, arbitrators may decide that a lesser form of discipline than that imposed by the employer is warranted for acts of sexual harassment. Such arbitration awards present a substantial conflict between two compelling public policies--the public policy favoring the private resolution of workplace disputes and the public policy against sexual harassment. This article will address the several federal courts of appeals' decisions that have attempted to resolve this conflict.

Collective Bargaining↗
PubMed1992

The effectiveness of preemployment drug screening in the prediction of employment outcome.

Studies of adverse employment outcomes associated with positive preemployment drug screens have tracked employees for only about 1 year. Changes in drug use after hire may invalidate the predictions of employment outcome in later years which are essential for cost-benefit analyses. This blinded, prospective cohort study tracks absence, industrial accidents, occupational injuries, discipline, and turnover in 2537 screened employees through an average of 2 years. Marijuana-positive urines predicted increased turnover, accidents, injuries, discipline, and absence, but these risks appeared lower in the second year than the first. Cocaine-positive urines predicted increased turnover, accidents, injuries, discipline, and absence at levels not consistently different than the first year. Cost-benefit analyses of drug screening project employment risks throughout employees' careers. This study raises the possibility that elevated risks may decrease after the first year.

Boston↗
PubMedDate not supplied

Managing holistic improvement.

In the rush to stay in tune with the rapid pace of change, many organizations are now implementing total quality management (TQM)--often without first examining whether they are ready to take full advantage of what this approach has to offer. Indeed, if TQM is implemented as a quick fix (for example, getting everyone involved in learning tools and techniques, forming continuous improvement teams across departments and disciplines, and then expecting all employees to make significant improvements in the way they serve their customers) when, in fact, there is mistrust, defensive communication, little teamwork across work units, conflicting strategic signals, fragmented organizational structures, and a reward system that ignores performance, virtually any TQM program is likely to fail. Rather than putting more and more pressure on employees to improve--when they cannot because of all these roadblocks--organizations might first consider identifying and then removing their systemic barriers to success with a completely integrated program. Once the necessary foundation for TQM has been established, all employees will be able--and willing--to work together to improve their processes, products, and services for the benefit of their customers.

Decision Making, Organizational↗
PubMedDate not supplied

Just cause or just because.

Determining the discipline or discharge of an employee is one of the most important and imperfect tasks a manager will probably ever have to do. It is tricky because there are so many questions to answer. Who did what and when? Who's telling the truth and who's bending it? Who knew (or should have known) about rule violations and what was done with this knowledge? What was the intent of the employee and what were the circumstances?

Employment↗
PubMed2001

Health, safety, and productivity in a manufacturing environment.

The Health and Productivity Management model at International Truck and Engine Corporation includes the measurement, analysis, and management of the individual component programs affecting employee safety, health, and productivity. The key to the success of the program was the iterative approach used to identify the opportunities, develop interventions, and achieve targets through continuous measurement and management. In addition, the integration of multiple disciplines and the overall emphasis on employee productivity and its cost are key foci of the International Model. The program was instituted after economic and clinical services' analyses of data on International employees showed significant excess costs and a high potential for health care cost reductions based on several modifiable health risk factors. The company also faced significant challenges in the safety, workers' compensation, and disability areas. The program includes safety, workers' compensation, short-term disability, long-term disability, health care, and absenteeism. Monthly reports/analyses are sent to senior management, and annual goals are set with the board of directors. Economic impact has been documented in the categories after intervention. For example, a comprehensive corporate wellness effort has had a significant impact in terms of reducing both direct health care cost and improving productivity, measured as absenteeism. Workers' compensation and disability program interventions have had an impact on current costs, resulting in a significant reduction of financial liability. In the final phase of the program, all direct and indirect productivity costs will be quantified. The impact of the coordinated program on costs associated with employee health will be analyzed initially and compared with a "silo" approach.

Absenteeism↗
PubMed1990

Some legal issues relating to passive smoking at the workplace.

This paper will discuss some of the current legal issues concerning passive smoking at the workplace. Employers who introduce 'No Smoking' policies must take care in the manner in which they introduce any rules and the extent to which the new rules affect those employees who have always been permitted to smoke at work. Changing the rules in an arbitrary fashion may give rise to claims for breach of contract. Smokers may also sue for constructive dismissal should the new rules be imposed in an unreasonable manner. But employers who have followed a fair procedure may have the right to discipline or finally dismiss any smoker who refuses to accept the new rules.

Employee Discipline↗
PubMed1981

Discipline: a management tool.

An effective discipline system is both a management tool and a learning experience for our employees. The system defines and protects the rights of 95 percent of our employees, who will never require disciplinary action. At the same time, the system must provide appropriate constructive action on penalties for the 5 percent of our employees who do not comply with the rules. In essence, a good discipline system administered uniformly and consistently can be a learning experience, resulting in a mutual benefit to both the employee and administration.

Personnel Management↗
PubMed1992

Obstacles to effective alcohol policy in the workplace: a case study.

Based on a case study of an assembly plant in a large US corporation, this paper reports on cultural and environmental influences on the form and process of workplace alcohol policy. Utilizing both ethnographic and survey methods, research findings indicate that although alcohol policies are in place, management and union leaders are unclear about their source and content, and the general employee population perceives alcohol availability and on-job drinking as poorly controlled. In grounded theory fashion, two conceptual themes are employed for organizing empirical explanations of the weakened policy and under-controlled drinking. These are: (1) the dual alcohol policy dilemma, and (2) the union-management debate over authority to discipline. The ambivalent nature of alcohol policy and organizational mechanisms involved in its implementation become risk factors for developing workplace-related alcohol problems.

Adult↗
PubMed1992

Occupational risks associated with cigarette smoking: a prospective study.

BACKGROUND: Studies have indicated that cigarette smokers have more occupational accidents and injuries and use more sick time and health benefits than nonsmokers, thereby producing sizeable costs for employers. However, they usually have not controlled for other possible sources of these costs. We analyzed occupational costs associated with smoking while adjusting for a number of potential confounders. METHODS: We conducted a prospective, controlled study of the association between smoking and employment outcomes in 2537 postal employees, adjusting for age, gender, race, drug use, job category, and exercise habits. RESULTS: For smokers, the relative risk for turnover was 1.01 (95% confidence interval [CI], 0.83-1.21); for accidents 1.29 (CI, 1.07-1.55); for injuries 1.40 (CI, 1.11-1.77); for discipline 1.55 (CI, 1.19-2.02). Their mean absence rate was 5.43% compared with 4.06% for nonsmokers. CONCLUSIONS: Our study shows that cigarette smoking is associated with adverse employment outcomes after controlling for a number of possible confounders. This finding has implications for companies formulating smoking policies and considering the establishment of smoking cessation programs.

Absenteeism↗
PubMed1984

Sexual harassment: how should management handle it?

Sexual harassment is against the law and can place health care facilities at substantial risk in lawsuits as well as disrupt their caring and professional atmosphere. In some cases, health care facilities are held responsible for nonemployees' harassment of employees, as well as for harassment by employees. In addition, if an employee receives benefits such as a promotion in exchange for sexual favors, the organization may be liable for discrimination against persons who did not receive such benefits. The Equal Employment Opportunity Commission has established guidelines for identifying and redressing instances of sexual harassment. They instruct health care facilities to issue a policy statement explaining to employees the institution's opposition to sexual harassment and outlining procedures for lodging a complaint. It is strongly recommended that health care facilities: Investigate complaints thoroughly, tactfully, and evenhandedly. Establish a progressive discipline schedule and administer it consistently to all employees. Document the investigatory and decision making process.

Female↗
PubMed1990

Unions.

Dealing with a union is not complicated. If you are a member of the union, take that membership seriously and exercise your rights and responsibilities. Know what your contract says and live by it. If you disagree with what you are told to do by your supervisor, do it and grieve later. If you are a manager, know your contract and always keep it handy for reference. When you are unsure of the answer, get help from your labour relations advisor. Treat discipline as a process for helping an employee to perform the way you want them to perform. If you were a good manager before you became unionized, you can probably just continue on as you were before and you won't have any serious problems. For both management and non-management employees, remember that both of you have a job to do. Those jobs should be compatible. When you get to know your union, you will learn that they really are.

Canada↗
PubMed1991

Minnesota workplace drug testing. Analysis of policy and procedures.

1. An employer's decision whether to drug test or not was found to correlate with the size of the company and how extensively the employer perceives a drug abuse problem exists among its work force. 2. A company's drug testing program must be designed, implemented, and evaluated within a medical-legal framework. This includes issues of: confidentiality, employee actions that trigger a drug test, the presence of a drug and alcohol policy, communicating the program to employees and unions, the employee's rights, the consequences of an employee's positive drug test, and the procedures to be followed when collecting a specimen. 3. Future studies need to explore the issue of dealing with job performance problems; in particular, the cost and effectiveness of employee drug testing vs. the use of discipline alone.

Data Collection↗
PubMed1990

General strategies to modify/refocus unproductive behaviors.

The management of problem employee behaviors is often the most difficult component of the nurse manager's role. Discipline is viewed as a negative task rather than as an opportunity to refocus employee energies or modify unworkable behaviors. The nurse manager must deal with his or her own reactivity toward the employee who exhibits problem behaviors. The nurse manager's approach will have a major impact on determining the outcome of the interventions. The use of confrontation, refocusing, or modifying problem employee behavior are general strategies to assist in optimizing employee resources to meet the mission of the institution and the functioning of the unit.

Behavior Therapy↗