Disciplinary Action and Performance Standards


DisciplinaryAction and Performance Standards

DisciplinaryAction and Performance Standards

AppropriateDisciplinary Actions for Employees

Disciplinaryactions may take different forms,some of which include warning,reduction in wage, demotion, or even termination. Disciplinary view,policies, and corrective actions vary with the type of workforce.However, many disciplinary forms are common to most workenvironments.

Forinstance, verbal warnings are informal methods which give notice toemployees that engage in minor actions such as reporting to work lateor even failing to attend weekly meetings.These behaviors conflictwith the expected performance of the company and may lead to severeconsequences if not corrected immediately. In cases where verbalwarning fails, a written warning may be used to produce the requiredresult. A written warning can also be used where stronger actionsthan a verbal warning is required.

Additionally,suspension without any pay is another form of discipline thatemployers use before making a decision of terminating the employee.In situations of repeated mistakes, dishonesty or failure to notifyof absence, suspension is preferred. It is a harsher punitive form asit has an immediate effect on employee’s lifestyle. As a generalrule, each suspension should be longer than the prior, makingtermination the final result (Williams, 2006).

Accordingto Williams (2006), termination, which is the last resortdisciplinary action to the employer, results when an employee is veryreluctant in changing his or her behaviors in accordance with theorganization’s work ethics. As much as employers have the power toterminate, workers should review their personnel files to ensure thatthe termination is appropriate. However, behaviors such as drug andalcohol use on duty, carrying weapons on company property, andthreats of violence warrant automatic dismissal.

ProperPerformance Standards

Theperformance standard is a management-approved expression of workrequirements or expectations that an employee must meet to beappraised at a certain level (Waal, 2013). Setting the employeeperformance standards then monitoring their progress, are critical tothe development of a business’ staff. Considering staff Associatesworking for an average company on a shift of 9 am to 12 pm for fivedays of the week, below is their performance standards against whichthey are gauged annually.

  • Firstly, prepares then forwards, after tabulating, all files course evaluation forms in an efficient manner and in time. Ensures that tabulations are accurate and complete within 3 days on completion of the program, then,

  • Copies course materials just as the staff and volunteer trainers require. Ensures, before each session, materials are ready for use.

  • Makes an update of information in the database on a regular basis and also updates any information on request by any managerial staff in one’s area of operation. Makes sure that all file histories are up to date within 3 days of operation.

  • Greets visitors in a professional and friendly manner. Seeks to assist visitors, serving as a referral bridge any time, and ensures that all the information given to visitors is accurate and brief for acute understanding, and finally,

  • Monitors and maintains quantities for supplies for unit staff and forwards any requests for supplies to the director assistant.

  • Maintain an up to date calendar of computer room and conference reservations besides ensuring reservations are reviewed regularly for accuracy.

  • Makes excellent customer service a top priority and seek to improve customer service constantly. Should be responsive to any change to the customer’s needs and wants and delivers on the promises that may have been made to clients, as well as appropriate follow up.

Policiesand Procedures for Guidance and Performance Management

Thepurpose of effective performance management policies and procedure isfor employees to have a proper understanding of the work required ofthem, and to get timely feedbacks on their performance relative tonecessary expectations. Additionally, they aim to dish out rewardsaccordingly, to identify opportunities of development, and expressany performance that does not meet company’s expectations.Referring to Waal ,2013, effective performance management enablesmanagers to identify and reward employees based upon a set ofcriteria besides empowering employees to have better input to careeradvancement.

Thecompany’s performance management process is composed of fourphases: planning, managing, appraising, and rewarding performance.

Thefirst phase,the planning phase,is the basic process setting goals and objectives for the period ofperformance. Goals that are specific, measurable, achievable, andtime based, (SMART) are therefore set in order to increase theemployee commitment to target attainment and motivation leading togreater productivity (John Shields, 2015).

Inthe second phase (Managingphase),there should be a regular communication between the employer and themanager. Communication is critical in the performance managementcycle of the company since, through conversations, both parties arekept abreast of the progress towards successful completion ofexpectations and goals. It is therefore important for employees andmanagers to track key highlights on performance that may occur duringthe year of operation as the notes will help in the time of preparingthe annual review.

TheReviewing phasecomes in as the last phase of the performance management cycle. Oncompletion of the evolutionary cycle, the manager and the employeemeet and the annual performance review is conducted. On availabilityof merit increases, employees receive an increase in their annualsalary as a reward for good performance. Performance increases aredifferentiated between employees depending on their performanceratings. Employees with top performance should receive higher salaryincreases, and vice versa.


JohnShields, M. B. (2015). ManagingEmployee Performance &amp Reward: Concepts, Practices, Strategies.Cambridge University Press.

Waal,A. D. (2013). StrategicPerformance Management: A Managerial and Behavioral Approach.Palgrave Macmillan.

williams,A. H. (2006). How To Discipline And Document Employee Behavior. 54.