You must lay your cards on the table and establish goals from him or her to achieve. Remind the employee what is expected of them and that continued failure to perform will lead to dismissal. If the employee is actually at fault, a performance review can allow the person a fair chance to change. Yet it is a sad fact that lack of adequate support and communication are often the real reasons behind poor results from an employee. This is one of the reasons writing down a job description when you are hiring is so important. Often in small companies, job assignments are poorly defined. Perhaps the employee has had little or no control over his or her performance.
In these cases, it's better to try to turn the employee around than go through the painful firing-hiring process-unless the person has committed acts that are clear grounds for immediate termination, such as impropriety, gross incompetence or theft.įirst, ask yourself who is really at fault in the situation. Terminating an employee in haste or on the basis of fuzzy evidence can cause more problems in the long run than the ones you think you're solving.
The probationary warning should make clear what you expect in the way of performance improvement and over what time frame. Probationary periods should have an established time limit. Also, warnings must carry weight behind them or they won't be taken seriously if a probationary warning is given, there should be systematic follow-through the next time serious disciplinary action is needed. The warnings should also be recorded in the employee's personnel file, as mentioned in more detail below. All such warnings must be done in private so as not to embarrass the employee, with counseling offered on improving performance. The second time, a sterner warning is given, often in the form of a written reprimand outlining past performance and the prior warning(s) given a probationary-and final-warning can be issued the third time, with a thorough accounting of employee performance and a clear understanding that violating the probation will result in dismissal. For example, you might devise a system by which the employee is gently reminded of company policy on a certain issue the first time such a warning is warranted. If a circumstance arises in which an employee warrants punishment, you should develop an employee warning system which should be implemented in a predictable and logical sequence, and should be easily adaptable to varying circumstances.
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Communications channels should also remain open so that employees feel free to question rules they feel are unreasonable. You should be flexible in the enforcement of certain rules, taking into account extenuating circumstances when applicable.
They should be impartially enforced, with any punitive actions understood by employees beforehand. The rules-and consequences for breaking them-should be known and well-understood by all workers. Often it's the manner in which rules are established and enforced that makes the difference between a smooth-running operation and a company plagued by employee-related disruptions.įirst, any rules established by the company should be reasonable, and workers should be consulted before the rules are adopted. 595-632.Disciplinary Problems and Probationary PeriodsĮstablishing clear and logical rules, along with an atmosphere of trust between management and labor, will minimize disciplinary confrontations with employees.
(2001), "The boundaries of strategic corporate social responsibility", Journal of Consumer Marketing, Vol. Notes difficulties in CSR practice and offers suggestions for marketers in planning for strategic CSR and for academic researchers in further clarifying the boundaries of strategic CSR. Advises that marketing take a lead role in strategic CSR activities. Concludes that strategic CSR is good for business and society. Proposes that ethical CSR, grounded in the concept of ethical duties and responsibilities, is mandatory. On the basis of a thorough examination of the arguments for and against altruistic CSR, concurs with Milton Friedman that altruistic CSR is not a legitimate role of business. Suggests that much of the confusion and controversy over CSR stem from a failure to distinguish among ethical, altruistic and strategic forms of CSR. Discusses different perspectives on the proper role of business in society, from profit making to community service provider. Reviews the development of the corporate social responsibility (CSR) concept and its four components: economic, legal, ethical and altruistic duties.