MANAGING DISCIPLINE AND MISCONDUCT-HANDLING ABSENTEEISM, PROBLEMATIC WORKERS, AND POOR PERFORMANCE

COURSE OBJECTIVES

At the end of this program participants should be able to achieve the following objectives:

• Understand the different between minor and major misconduct.
• Know how to act on misconduct happened in the workplace.
• Understanding the responsibility of employers and employees according to the laws.
• Know how to implement in practical approach the company’s discipline procedure.
• Know the consequences of the misconduct according to the law and the organization.

COURSE CONTENT

INTRODUCTION

• DISCIPLINE AND MISCONDUCT
  • The needs of discipline in the organization
  • Employee – employer / trade union relations
  • Solving problems together
  • Understanding system, policy, rules and discipline

• PURPOSE
  • Forming positive attitude
  • Achieving high performance
  • Obeying the system, policy, rules and laws

• DISCIPLINE PROSEDURE
• DISCIPLINARY ACTIONS GUIDELINE
• NATURAL JUSTICE
• MISCONDUCT
  • Definition
  • Type of misconducts
  • Industrial Court cases for Misconducts
  • FORGIVENESS OR “CONDONATION”
  • THE MEANING OF DOMESTIC INQUIRY
  • PRINCIPLES OF NATURAL JUSTICE
  • DOMESTIC INQUIRY PROCESS

FUNCTIONS AND RESPONSIBILITY OF SUPERVISOR AND MANAGEMENT HANDLING DISCIPLINE AND MISCONDUCT

• INTRODUCTION
• COMPLAINTS
• RIGHTS AND RESPONSIBILITIES
  • Contract of Service
  • Rights of an employer
  • Employer responsibilities
  • Rights of employee
  • Employee responsibilities
• CONFLICT OF PRIORITY BETWEEN EMPLOYERS AND EMPLOYEES
• THE WAY OF HANDLING COMPLAINTS

FUNTIONS AND RESPONSIBILITIES

• SUPERVISOR AS THE MIDDLEMAN
• RULES OF SETTLING COMPLAINTS – MUTUAL AGREEMENT
• WAYS OF SETTLING PERSONAL PROBLEM
• RULES OF DISCIPLINARY ACTIONS
• RELATIONS AND NEGOTIATION

HANDLING ABSENTEEISM AND PROBLEMATIC WORKERS

• LEAVES
  • Leave entitlement
  • Granting leave
  • Prove of leave approval
• ABSENT WITHOUT LEAVE
• ABSENTEEISM AND LATENESS
• HANDLING ABSENTEEISM
  • STEP 1 – if the problem is serious
  • STEP 2 – if the problem continues
  • REACTION

HANDLING POOR PERFORMANCE

•  PREVENTING POOR PERFORMANCE
• REMEDIAL ACTION TO ASSIST POOR PERFORMERS
• PERFORMANCE MANAGEMENT SYSTEMS AND PERFORMANCE APPRAISAL
• DISCIPLINARY ACTION AGAINST POOR PERFORMERS

ALTERNATIVE ACTION

• STEP 1 : Receiving complaint
• STEP 2 : Calls the worker for discussion
• STEP 3 : Explaination from employee
• STEP 4 : Discussion
  • What you do if he admit of his poor performance?
  • If he denied of the accusation.
  • Counseling guideline
• STEP 5 : Further Actions
• STEP 6 : What would you do if there is an improvement or no improvement at all.

PERFORMANCE IMPROVEMENT PLAN (PIP)

• THE PURPOSES AND WHEN TO APPLY IT.
• STEPS TO AN EFFECTIVE PIP
• THE END OF PIP.