DISCIPLINE

KS402DV02/DE02 –
Managerial skills and
leadership in hospitality
2 Objectives

1. Define discipline
2. Determine the Essentials of Successful Disciplines
3. Determine rules of discipline
4. Apply Questions before terminating anyone

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 WHAT DO YOU THINK ABOUT THIS
STATEMENT?

“Every time you do something wrong I’ll be

there to catch you. But when you do
something right—well, that’s what I pay
you for.’’
- Someone’s Manager-
 DISCIPLINE

• a condition or state of orderly conduct and

compliance with rules, regulations, and
procedures.
Or
• an action to ensure orderly conduct and
compliance with rules and procedures.
 Work rules
any and
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procedures

A framework of policies and all kind of rules

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The Four Essentials of Successful Disciplines

(1) Set a complete set of (2) Set a complete set of

rules penalties

(3) Follow the rules (4) Recognize and support

promptly and consistently employee’s positive actions
 For
appropriate
performance

Establishing Evaluating
& employee Reinforcing
communicating performanc employees
rules e

Three Steps of A DISCIPLINE PROCESS

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There are two different approaches

• NEGATIVE APPROACH
• POSITIVE APPROACH

Approaches to Discipline
 NEGATIVE APPROACH = PUNISHMENT

o is the old theory of motivation through fear

o normally used by an autocratic type of
leader who believes that punishment will
keep his followers in line

Approaches to Discipline
The Traditional Four- Stage of Negative Discipline

• Oral Warning
•Writen Warning
•Punishment
•Termination

Approaches to Discipline
POSITIVE APPROACH = RULE COMPLIANCE

• is really an extension of the coaching process—

observation, evaluation, and continued training as
needed
•approaches rule breaking as a problem to be
solved, not as wrongdoing to be punished

Approaches to Discipline
The Four- Stage of Positive Discipline
•Corrective Training
•Oral Warning (documented paper)
•Written Warning (documented paper)
•Decision-making appropriate disciplinary
actions

Approaches to Discipline
 FOLLOW
UP
DOCUMENT-
OPTIONS ATION

DECIDE Such verbal or

written
DISCUSS Make sure warning
that any
COLLECT ALL Do this as Develop an
soon as action you
THE FACTS take is not improvement
possible
Interview any after the discriminatry. plan with the
employees incident; Discuss this employee
involved and After all, with a
any witnesses, justice representative
especially delayed is from the HR
other justice department
supervisors or denied
managers.
Write all down

Essential steps of discipline’s procedures

 Effective Rules of Discipline

o McGregor (1967) developed a set of rules for

enforcing discipline so as to make it as fair and growth
producing as possible.
o These rules were called “hot stove rules” because
they can be compared to someone touching a hot
stove..
THE HOT STOVE RULE
The following rules explain his theory:
All individuals must be forewarned that if they touch the
hot stove (i.e., break a rule), they will be burned (punished
or disciplined). They must know the rule beforehand and be
aware of the punishment.
If the individual touches the stoves (i.e., breaks a rule),
there will be immediate consequences (getting burned). All
discipline should be administered immediately after rules
are broken.
– If the individual touches the stove again, they
will again be burned. Therefore, there is
consistency. Each time, the rule is broken; there
are immediate and consistent consequences.
– If any other individual touches the hot stove, they
will also get burned. Discipline must be impartial
and everyone must be treated in the same
manner if the rule breaking is the same.
 21
Some mistakes to avoid

▫ Losing your temper

▫ Avoiding disciplinary action entirely

▫ Playing therapist

▫ Making excuses for an employee

▫ Using a non-progressive approach

 Questions before terminating anyone
22
1.Did the employee know the rule, and was he or she
warned about the consequences of violating the rule?
Are these understandings confirmed and acknowledged
in writing?
2.Were management’s expectations of the employee
reasonable? Was the rule reasonable?
3.Did management make a reasonable effort to help the
employee resolve the problem before termination, and
is there written proof of this?
 23
4. Was a final written warning given to the employee
explaining that discharge would result from another conduct
violation or unsatisfactory performance?
5. In the case of misconduct, did the employee act in willful
and deliberate disregard of reasonable employer
expectations? Was the situation within his or her control? If
the situation was out of the employee’s personal control, he
or she cannot be charged with misconduct.

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24
6.Was management’s investigation of the final offense done in a
fair and objective manner, and did it involve someone other than
the employee’s direct supervisor?
7.It is best that the employee’s supervisor not function alone and
fill the roles of accuser, judge, and jury. Is there substantial proof
that the employee was guilty? Is dismissal of the employee in
line with the employee’s prior work record and length of
service? When an employee has many years of service that are
documented as satisfactory or better, he or she is generally
entitled to more time to improve before being dismissed.
8. Did the employee have an opportunity to hear the facts and
respond to them in a nonthreatening environment? Was the
employee able to bring someone into the disciplinary interview
if requested?
 25
9. Has this employee been treated as others in similar
circumstances? Has this rule been enforced consistently
in the past? If the rule has not been enforced consistently,
you may have to forgo terminating the employee and
instead, go back a step, such as to suspension. In the case
where a rule that hasn’t been enforced starts to be
enforced again, you have to inform employees
beforehand of the change.
10. Is the action nondiscriminatory? Has equal treatment
been given to members of protected groups (minorities,
women, employees over 40 years of age) and
nonprotected groups?
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 26 The termination interview
The termination interview checklist

1. Select a good time and place to conduct the

interview
2. Determine who will be present at the meeting
3. Develop your opening statement and practice it
4. Determine how best to respond to possible
employee reactions.
5. Determine the final pay, severance pay and
benefits to which the employee is entitled.
27 Steps for a termination interview

1. Do not beat around the bush

2. Listen to and accept the responses of the
employee
3. Say something positive to the employee
4. Move on to a discussion of final pay
5. Explain your clearance procedures and give the
employee clear instruction
6. End the interview

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TERMINATION INTERVIEW
30

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31

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How to react to employee’s emotional
response
32

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 LEADER’S KEY ROLES

• Advising and assisting top and line

management in determining and developing an
appropriate disciplinary procedure.
• Assisting in communication the same to all the
employees of the organization.
• Seeing the disciplinary policy conforms to the
legal provisions of the country’s HR law.
How to identify employees who need help?

Do you need
support?
Performance
Work quality is reduced and substandard
Attitude
Easy to get angry, stressful, overreact,…
Behavior
Do strange and weird things that have not been done
before
Other
Late for work, sleepless, fatigue, missed goals,…
 What’s EAP can provide?

The general purpose of an EAP

Is to provide a confidential, professional counseling and referral service
to employees with problems such as addictions and dependencies, family
problems, stress, and financial problems
Intervention
In the form of focused counseling by a counselor or referral to an
appropriate community resource
Managerial assistance
Providing technical assistance and emotional support to supervisors handling
troubled employees
Assessment
Identification of the nature of the problem
Follow - up
Including monitoring of employee progress and assisting with entry of
the employee into the workplace when the employee has left
rehabilitation
 Steps to an EAP program

1. Observe and evaluate

2. Solve the problem—naturally
3. Talk with a counselor
4. Identify a troubled employee
40 Review questions

1. What is discipline?
2. What are the Essentials of Successful Disciplines?
3. What are rules of discipline?
4. Which Questions should apply before terminating
anyone?

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