Staff Evaluation and Termination

1
Staff Evaluation and Termination

• Laura Slaby
• Kristi Kolasinski
• Stephanie Prachel

2
Objectives of Presentation

• After this presentation, the reader will be able
  to
• Know what the positive and negative aspects of
  punishment are.
• Know the importance of feedback and progress
  reviews.
• How is performance monitored?
• When to terminate an employee.

3
Evaluating Performance

• Performance information is gathered for
  administrative, guidance, counseling, and
  research purposes.
• Frequent monitoring means early detection of
  problems.

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Two categories of Performance Data

1. Judgmental Measures One persons account of
   another individuals performance. Not
   recommended.
2. Non-judgmental Measures This information can be
   seen and counted, such as absenteeism. This is
   the better of the two.

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Factors that are included in Employee Performance
Ratings.

• Quantity of work
• Quality of performance
• Absenteeism and Tardiness
• Amount of supervision required
• Attitude and conduct
• Cooperation
• Initiative
• Adaptability
• Ability to work with others

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Feedback and Progress Reviews

• Regular feedback is important because
• Then the employee knows how they are doing.
• Performance that doesnt meet the requirements
  can be identified early and can be changed to
  help the employee improve.
• Employees can inform you about the work.
• Questions that have arisen can be answered and
  resolved.
• Changes in priorities can be addressed.

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Discipline

• Discipline has both training and education as
  well as enforcement and punishment.
• Training that molds, strengthens, improves, or
  corrects.
• Control is gained by enforced obedience.
• Punishment for violations of rules, standards,
  and direct orders.

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Negative Aspects of Punishment

• Cause anxiety for both employee and supervisor
• The employee may avoid the manager
• May hide mistakes
• The employee will constantly check with the
  supervisor
• May only suppress poor behavior

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Advantages of Punishment

• Rapidly changes behavior
• Inexpensive
• Might be the only feasible action available
• Punishment is a natural occurrence

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How to Punish

• Must use a Hot Stove approach.
• Punish immediately The longer the consequences
  from the unacceptable behavior, the less likely
  the punishment will work.
• Penalize consistently All employees are
  disciplined fairly.
• Penalize actions, not personalities Discipline
  in private and focus on behavior.

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How to Punish

• Provide a rationale Tell employees how to avoid
  further penalties and tell them what the
  consequences are.
• Establish a supportive relationship Deliver
  penalties in the context of a warm and friendly
  relationship.

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Discipline Without Punishment

• Step 1 Manager reminds worker in a casual,
  friendly way that a job responsibility has been
  violated.
• Step 2 Manager calls attention and explains the
  need for the rule.
• Step 3 Step 2 is repeated with managers boss
  present. If the rule is not acceptable to the
  worker, he/she may decide to change jobs, and
  counseling is provided.

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Discipline Without Punishment

• Step 4 Employee is sent home for the rest of the
  day, with pay to decide whether or not to follow
  the rule or chose a new occupation. He/she is
  told if the rule is broke one more time, there
  will be termination.
• Step 5 Ask for the employees decision. If
  he/she stays and the rule is broke again,
  termination.

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Advantages to Non-Punishment

• Leads to reduced absenteeism, turnover, and
  disciplinary problems.
• Less distasteful for supervisors.

15
Employers Responsibility

• Make sure rules and penalties have been
  communicated through handbooks, orientation, and
  union contracts.

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Penalty Appropriateness

• Employees work record
• Employees past disciplinary record
• Employees length of service
• What caused the employee to break the rule?

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Seven Things to Avoid When Taking Disciplinary
Actions

1. Not obtaining all relevant facts and acting only
   on hearsay.
2. Disciplining while emotionally charged.
3. Not letting employee know what exactly he/she is
   being disciplined for.
4. Not getting the employees side of the story.

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Seven Things to Avoid When Taking Disciplinary
Actions

• 5. Letting the employee talk you out of
  justifiable punishment.
• 6. Not documenting the disciplinary interview.
• 7. Holding a grudge.

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How to Verbally Reprimand an Employee

• This is done to bring about a change in employee
  behavior
• Tell the employee specifically what is wrong.
• Tell the employee how the manager feels about his
  or her actions.
• Leave a moment of uncomfortable silence so the
  employee can ingest what the manager said and ask
  questions.

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How to Verbally Reprimand an Employee

• Remind the employee their value to the firm, but
  let them know they have erred.
• Dont hold a grudge.

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What to Include in a Written Warning

• Who the warning is to (employee name and social
  security number)
• Who the warning is from
• Dates of warning conversation, rule broken, and
  form was filled out
• Description of incident (specific)
• What rule was broken give time, places,
  witnesses, and what was said

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What to Include in a Written Warning

• Reference past conversations about the problem
• Change is expected in the employee
• Possible consequences if behavior doesnt change
• Employees comments
• Signatures

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Terminating an Employee

• Be sure rule broken is related to organizational
  success.
• Make sure rule was explained to employee.
• Investigate employee misconduct thoroughly.
• Make sure there is sufficient evidence.

24
Terminating an Employee

• Make sure termination is consistent to
  organizational practice, and there is no
  discrimination.
• Check that termination is appropriate to severity
  of the offense and employees work record.

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Reference List

• Haimann, Theo (1987). Supervision Concepts and
  Practices of Management (4th Edition).
  Cincinnati Southwestern Publishing Company, pp.
  24 27.
• Landy, Frank J. (1983). The Measurement of Work
  Performance. New York Academic Press, pp. 200
  201.

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Reference List

• McAfee, Bruce and Champagne, Paul (1994).
  Effectively Managing Troublesome Employees.
  Westport, Connecticut Quorum Books, pp. 1 52.

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Summary

• Evaluations are important tools to catch mistakes
  and problems early.
• Discipline is a training and educational tool as
  well as a enforcement and punishing tool.
• Discipline should be done with consideration for
  the employee.