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Counseling vs. DisciplineCounseling
Face-to-face communication
Conducted by supervisor
Usually, first form of action
Discipline Penalization Conducted by Human
Resources Typically, second form
of action (if counseling fails)
Role of the Supervisor Balance organizational
needs with employee rights on a daily basis
Inform employees of their performance on the job
Ensure work is being completed at acceptable levels
Causes of Failure of Accomplishment at Work The employee does not know how Lack of instruction or feedback.
Something or someone is hindering work output Physical or mental restrictions, time or equipment restrictions
Attitude Poor attitude, employee is “burned-out” or unhappy, or does not
particularly enjoy the task.
Consequences of Failing to Take Action Increased workload
Department morale affected
The employee may never see the problem
Problem is reinforced as acceptable
What is Counseling Direct face-to-face conversation
between a supervisor and a direct report
Used to help the employee identify the reason for poor performance to improve, not embarrass or humiliate him or her
Generally more formal than feedback and coaching and is required of a small percentage of employees
Purpose of Counseling Communicate concerns to the employee
Determine the cause of the employee’s activities
Identify avenues for improvement and/or development
Improve employee performance
When to Counsel When more action is required by the supervisor
following feedback and coaching
Re-establish Expectations
Not all unacceptable behavior warrants discipline:Usually minor infractions, or case of first offense by a long term employee require counseling
The Counseling Process:Before the Session Define your objectives. Have all documentation
available Review all facts Create an outline Arrange for privacy Verbally inform the employee in
person and in private what the meeting is about, and where and when it is to take place
The Counseling Process:Session GuidelinesHow you behave and what you say during the session can affect the outcomeSet a positive toneDescribe the problemAsk, then listenCorrect the situationListenConclude the session
The Counseling Process:Minimizing Conflict
Counsel in a timely manner Counsel in private Look for the root cause of the
problem Listen. Do not interrupt Show sincere interest in the
employee If you can help, offer it, do it
Writing a Memo:Decision When making the decision about whether or not to
write a counseling memo, consider if any of the following are present:
Previous counseling has failed to bring improvement You have little or no confidence that the employee will
correct the problem without further encouragement The seriousness of the situation requires it. A multi-step plan for improvement is designed and the
memo can serve as a written confirmation and reminder Is it important to have a written record in official personnel
file
The Counseling Process:Writing a Memo A structured account of the counseling session that
details what was said and by whom
Summarizes the performance improvement process and notes when the follow-up session will be held
The employee must be informed during the counseling session if a counseling memo will be issued and documented in their personal history folder
The Counseling Process:After the Session Document: Write a memo, if appropriate Immediacy: Whatever you decide to do after
the session, do it immediately after the session – do not wait which can cloud your recollection of the events of the session
Allow for employee rebuttal if requested Schedule a follow-up consultation Continue to monitor performance
1. Job satisfactionA positive feeling about one’s job resulting from an
evaluation of its characteristics.
2. Job involvementThe degree to which a person identifies with a job,
actively participates in it, and considers performance important to self-worth.
Closely related concept is psychological empowerment which is employees’ belief in the degree to which they impact their work environment, their competence, the meaningfulness of their job, and the perceived autonomy in their work.
3. Organizational commitmentThe degree to which an employee identifies with a
particular organization and its goals and wishes to maintain membership in the organization.
Three separate dimensions: Affective commitment – an emotional
attachment to the organization and a belief in its values.
Continuance commitment – the perceived economic value of remaining with an organization compared to leaving it.
Normative commitment – an obligation to remain with the organization for moral or ethical reasons.
Other job attitudes:
1. Perceived Organizational Support (POS) – the degree to which employees believe the organization values their contribution and cares about their well-being.
2. Employee engagement – an individual’s involvement with, satisfaction with, and enthusiasm for the work they do.
How are employee attitudes measured? attitude surveys - Eliciting responses from
employees through questionnaires on how they feel about their jobs, work groups, supervisors, and the organization.
employee behaviors are based on perceptions, not reality.
measuring job satisfactiona person’s job is more than just the obvious activities of shuffling papers, writing programming code, waiting on customers, or driving a truck. Jobs require interaction with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions that are often less than ideal, and the like.
Single global rating Is a method nothing more than asking individuals to
respond to one question, such as “All things considered, how satisfied are you with your job?”
Summation of job facets More sophisticated method. It identifies key elements
in a job and asks for the employee’s feelings about each. Typical factors that would be included are the nature of the work, supervision, present pay, promotion opportunities, and relations with coworkers.
How satisfied are people in their jobs?
people are on average satisfied with their jobs overall, with the work itself, and with their supervisors and coworkers. However, they tend to be less satisfied with their pay and with promotion opportunities.
What causes job satisfaction?
the major job satisfaction facets (work itself, pay, advancement opportunities, supervision, coworkers), enjoying the work itself is almost always the facet most strongly correlated with high levels of overall job satisfaction.
how about personality?personality plays a role. Research has shown that
people who have a negative personality are usually less satisfied with their jobs.
how about pay? people who are poor or who live in poor countries, pay
does correlate with job satisfaction and with overall happiness. But once an individual reaches a level of comfortable living, the relationship virtually disappears.
What motivates us is not necessarily the same as what makes us happy.
The impact of dissatisfied and satisfied employees on the workplace Exit
Dissatisfaction expressed through behavior directed toward leaving the organization.
Voice Dissatisfaction expressed through active and constructive
attempts to improve conditions. Loyalty
Dissatisfaction expressed by passively waiting for conditions to improve.
Neglect Dissatisfaction expressed through allowing conditions to
worsen.
job satisfaction & job performanceWhen satisfaction and productivity data are gathered for the organization as a whole, we find that organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees.
job satisfaction & organizational citizenship behavior (OCB)
Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. More recent evidence however, suggests that satisfaction influences OCB, but through perceptions of fairness.
job satisfaction & customer satisfaction The evidence indicates that satisfied employees increase
customer satisfaction and loyalty. Dissatisfied customers can increase an employee’s job
dissatisfaction.
job satisfaction & absenteeism
A consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate to weak.
job satisfaction & turnoverSatisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the employee’s level of performance. Level of satisfaction is less important in predicting turnover for superior performers.
job satisfaction & workplace deviance Job dissatisfaction predicts a lot of specific behaviors, including
unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness.
If employers want to control the undesirable consequences of job dissatisfaction, they had best attack the source of the problem – dissatisfaction – rather than trying to control the different responses.