Does Sparing The Rod
Enhance Performance?
"No one enjoys addressing others' deficiencies. But
failure to do so sends the message that people are on track when they really aren't. And
that may be the greatest disservice a leader can do to someone else." 144 Ways to
Walk the Talk, by Eric Harvey & Alexander Lucia
Clearly defined rules for appropriate behavior and performance are
critical to any organization's survival. Such rules establish the standards and are
necessary for maintaining the right type of work environment. Besides, people generally
work better in a structured, orderly atmosphere. They like to know what is expected of
them. Conversely, people do not like uncertainty or chaos. If they break the rules, they
want to know the consequences.
The two most common categories of rules address performance and
behavior. Employees must be aware of these rules and understand what specific behaviors
may lead to disciplinary action, up to and including termination. A new employee should be
informed of all the rules during your company's orientation presentation. Additionally,
the rules should be spelled out in your employee handbook for future reference.
Performance rules vary from employee to employee and are specified in
an individual's job description. These standards define the level of expectation as it
relates to knowledge of the job and satisfactory job performance. Performance rules refer
to those capabilities that an employee must exhibit in order to perform the job in an
acceptable manner.
Behavioral rules define appropriate or acceptable employee conduct.
These are the standards established by management to ensure that the work environment
remains safe, orderly, and conducive to productivity.
Employees must know what behavior is expected of them and others. They
must be fully aware of the consequences of unacceptable behavior and they must understand
that violators will be punished accordingly. In order for any system of rules to be
effective, individuals must be held accountable for their behavior, collectively or
individually, no matter how unpleasant the result.
Your supervisors and managers must be trained to apply fair and
consistent disciplinary measures. They must understand the appropriate levels of
discipline in order to correct the situation, while encouraging appropriate behavior and
satisfactory performance. If an employee is not performing his job satisfactorily, or when
a violation occurs of a written rule, the employee must be counseled immediately and a
record of this counseling must be acknowledged by the employee and placed in his or her
personnel file.
Although some offenses require immediate termination, most employees
commit less severe violations of the rules. Therefore, except in severe cases, management
should follow a progressive discipline procedure. Under a progressive discipline system,
the consequences can range from verbal counseling, written counseling and warnings, to
suspension or termination. In a future column, I will outline the specific steps in a
progressive discipline procedure.
No one enjoys sitting across from someone and telling him his
shortcomings; it is uncomfortable for all. But for management it is an obligation to the
employee, other employees, and the organization as a whole.
Kathleen "Kelly" Bergeron is
executive vice president and chief of staff of Associated Industries of Florida and
affiliated corporations.
March/April 1998 -- Florida Business Insight, PO Box 784, Tallahassee, Fla.
32302
(850)224-7173, insight@aif.com
