Introduction
The performance and behavior of an employee are expected to contribute to the overall achievement of an organization’s goals and objectives. However, unsatisfactory behavior or performance from an employee must be corrected through appropriate actions (Hvidman & Andersen, 2013). Corrective action follows a progressive discipline process when the situation is as a consequence of inappropriate behavior or unsatisfactory performance yet the employee has the capacity to perform and conduct himself or herself at an acceptable level but chooses otherwise (Van den Brink, Fruytier & Thunnissen, 2013). The essence of this paper is to address employees’ conduct at the Acme Company by answering the questions posed concerning the current work situation and relationship between the first and the third shift workers that has generated into physical confrontations, altercations, and even carrying of weapons, specifically a gun, to the workplace.
The paper answers these questions in line to determining and explaining appropriate disciplinary actions in the situation and alternative motivational measures and drafting of policies and procedures that can be applied in the guidance and performance management of the shift workers. Finally, it develops performance standards for the shift workers, identifies appropriate performance appraisal methods, and develops appropriate training to assist the shift workers perform well.
Q1: Appropriate disciplinary actions for the incident
Difficult behavior can hinder performance and if left unchecked or not controlled may contaminate and affect overall organizational performance besides causing injuries that may require a company to compensate the affected employees (Hon & Chan, 2013). Furthermore, such altercations and physical confrontations go against set ethical and safety standards set by national agencies and regulatory bodies. Fighting between shift employees at the workplace creates a host of issues that management, especially the human resource department, must deal with immediately. When hostilities go unchecked and uncontrolled, employees may be forced to deal with unfortunate disruptions that hinder them from getting their duties done on time (Hon & Chan, 2013). Some of the appropriate steps that ought to be taken in addressing the situation involve taking disciplinary actions immediately and establishing motivational incentives for the employees. Incidents of serious misconduct, like the one in this case, require serious disciplinary measures that may bypass steps of the progressive discipline process.
In this situation, the shift employees have been having hostilities for the past six months. The employees started by jeering and criticizing each group for not cleaning the place or when changing shifts. However, physical confrontations and altercations are serious misconduct that must be addressed alongside jeering and criticism. As a manager, the first step is to investigate the incident. Investigating the situation involves a number of steps. The first step is to conduct interviews by inviting all the parties involved, particularly the employee who concealed the gun. Again, the physical confrontation started with jeering and criticism (Gilin Oore, Leiter & LeBlanc, 2015). Therefore, the investigation must focus on the source of these verbal exchanges. Additionally, input from those involved and witnesses is critical in unraveling the source of the physical confrontations and altercations. For the employee who concealed a gun, the necessary safety policies must be referred to before he or she is suspend to allow for further investigations.
The employees involved in the situation, right from criticizing and jeering of their colleagues must be asked to explain why they violated the safety and conflict solving mechanisms used by the organization.
Secondly, a review of the policies and procedures is necessary to explain to the employees why some measures have been taken. It will allow them to understand the kind of workplace violations they have committed and the repercussions that they must face. The review will help give details about appropriate disciplinary actions to be meted based on the nature of violation (Gilin Oore, Leiter & LeBlanc, 2015). Thirdly, a review of the personnel files for those involved in the incident to check for any similar violations is critical because it determines the frequency or if the personnel has faced the problem for the first time. Once all details have been gathered, an administrative leave for those involved directly in the confrontation and altercations is the most prudent action to prevent any conflict with the investigators.
Finally, all employees involved in the situation must be held accountable for their actions. Once a review of all testimony from witnesses and participants has been finalized, as the HR manager in coordination with the management will determine whether the employees should be suspended, disciplined according to the policies, procedures, and even statutes, or be fired Gilin Oore, (Leiter & LeBlanc, 2015). The time frame for conducting and dispensing the necessary decisions for these violations must be considered so that employees can move on from the regrettable incidents. Imperatively, motivational alternatives can help employees turn around the situation. Such motivational alternatives include training, creating clear communication policies and procedures, and promoting teamwork. It is important to note that the Acme Company situation may be as a result of unfulfilled employee needs and excessive workload. Again, it might be caused by inadequate training, communication and description of the working schedule for shift changes to occur.
As a supervisor, the HR manager is responsible for ensuring that a positive work environment and effective teamwork are achieved. They must also know that creating that positive environment involves managing interpersonal dynamics and conflicts (Rosen et al., 2016). Therefore, motivational alternatives in the organization may include the provision of positive feedback on employee achievement; especially shift employees who may feel that their shift is never appreciated by the HR department and the management. Another motivational alternative is the provision of effective guidance, support and necessary training. Training provides a productive way of moving from the unfortunate situation since it educates employees on how to make informed choices and decisions when dealing with their colleagues, especially difficult personalities (Van den Brink, Fruytier & Thunnissen, 2013).
Another motivational alternative is recognizing and rewarding positive performance for the shift employees so that they accomplish their tasks without leaving the workplace messy. Lastly, supervisors or employers must lead by example in order to motivate ethical behavior and reduce workplace conflict. The goal of HR department is to ensure that employees’ performance is par with the objectives of the organization (Hvidman & Andersen, 2013). Therefore, all efforts must be made to reduce workers perform well. Good performance can only be achieved if the management, through the HR department formulates policies that prohibit workplace confrontations, altercations and violence (Tuytens & Devos, 2012).
Q2: Policies and Procedures in the guidance and performance management of shift workers
Shift workers experience fatigue-related stress that may hinder their performance. Imperatively, employers need to understand that shift workers need necessary time to adjust because they may be working at odd hours (Hvidman & Andersen, 2013). Shift work, especially night shift, can cause fatigue because it limits one’s opportunities to have enough sleep and requires them to work in early morning hours when they should be asleep and least functional. Therefore, in drafting guidance and performance policies and procedures, the HR department must consider these issues so that performance is effective.
In the Acme Company’s case, organizational policies and procedures are critical in enhancing performance, reducing and preventing the occurrence of conflicts, and motivating employees to work in teams.
Organizational policies in the guidance and performance management of the workers
A policy is a formal statement of a rule that members of an organization must follow to the later.
Performance management policy and procedures at Acme Company
Policy No. 3.8
Effective Date: August 2016
Review Date: August 2018
Policy Owner: Human Resource Department
Contact Person: Anderson Matts
Contact Title: Human Resource Manager
Reason for Policy:
The essence of an effective performance management framework is to enable employees get a better understanding of their duties, to get necessary feedback concerning their performance in line with what is expected, and distribute duties accordingly (Van den Brink, Fruytier & Thunnissen, 2013). Furthermore, such a system identifies development opportunities, and addresses performance that does not meet the set standards. Therefore, a comprehensive performance management system enables employees to contribute in a greater way to their personal career progression for improved organizational performance (Hvidman & Andersen, 2013). Secondly, managers can identify, recognize, and reward individuals based on the set criteria. Finally, the performance policy seeks to ensure that each employee focuses on effective execution of their duties without any interference.
Policy Statement:
Acme Company attempts to provide conducive environment that allows employees to understand the effects of their input or contributions to the achievement of the organization’s goals. Additionally, they are provided the opportunity for continuous personal growth. The best way to accomplish or meet this goal is by a strong performance-based management approach that culminates in annual performance analysis (Van den Brink, Fruytier & Thunnissen, 2013). Effectively, the performance management process is an ongoing one as we plan, manage, review, and reward good performance.
Scope of the Policy:
All shift workers and other relevant departments must be aware of, understand, and adhere to this policy at any moment in the execution of their duties.
Policy definitions:
Performance goals
The term help to define what is expected of an employee in their current position based on one’s department or unit’s overall goal.
Competencies
Competencies are the abilities, characteristics and behaviors that all Acme Company employees should develop and practice so as to get superior performance of their work.
Performance objectives
These are objectives meant to be attained so that the organization can get the performance standards it expects from all employees.
Employee Performance Reviews:
All employees in the company will have an annual review meeting with their respective supervisors and managers. The annual review must be documented on the yearly Performance Review form and signed off by the employee, supervisor, and their manager (Bernardin & Wiatrowski, 2013). The performance evaluation is done on demonstrated skills, knowledge, and competencies in carrying out job functions based on the job description. Additionally, the achieved results must be consistent with the organization’s corporate culture by adhering to values, behaviors, and operating principles.
Procedures:
The Acme Company performance management process comprises of a four-phase cycle that includes planning, managing, reviewing, and rewarding.
Planning is the base of the entire process. At this stage, individual goals and objectives will be identified and set for the performance period, usually one year. The set goals must be SMART (specific, measurable, achievable, relevant, and time bound). Such goals improve employee motivation and commitment to the achievement of goals, and lead to enhanced performance and productivity.
At the managing stage of the performance management process, constant communication between the manager and employee is crucial (Bernardin & Wiatrowski, 2013). Therefore, the two parties must keep abreast of the progress aimed at the successful completion and attainment of goals and expectations through formal and informal engagements. Through the discussions, both parties can give timely and necessary feedback and training. The parties must also keep track of critical performance challenges and highlights.
When the evaluation cycle comes to a close, the manager and the employee must meet to conduct the annual performance analysis or review. By following the first two steps appropriately, the outcome of the review should not surprise any of the parties, especially the employee (Tuytens & Devos, 2012). Finally, rewarding an employee can only occur if there is an increase in merit. Such an outcome will lead to an increase in an employee’s annual base pay as a reward for meritorious execution of their duties. Imperatively, top performers should get higher pay increments. Furthermore, employees are encouraged to set their goals, at least two, based on their competencies. The following key competencies can help employees manage their duties and achieve good performance ratings. They include effective communication, decision-making skills, job knowledge, and interpersonal relationship.
Q3: Developing performance standards for Acme Company’s shift workers
Performance standards are essential for effective management and evaluation of employees. Performance standards tell employees how well they have to do the set performance elements. Therefore, setting a performance standard allows the management to express the required performance thresholds or expectations that must be met so that appraisal can be carried out at the end of the set performance review period (Tuytens & Devos, 2012).
The organization has set clear, objective, realistic, and measurable performance standards in line to the appraisal elements. Therefore, employees are expected to meet the following operational standards while on their shift duties:
Technical assistance
The appraisal for this element is out of five as established by the organization. For an employee to meet this standard in their performance appraisal reviews, the following must occur:
No more than ten percent errors in the review period.
At least eighty percent of colleagues agree that the employee offers assistance where necessary in the production process during their shift.
They respond to anyone that requires assistance within ten minutes from receiving the request.
Team Participation
A full appraisal for this standard in the policy places it five. An employee can only meet this standard if the following occur:
The team members and the supervisor must be satisfied that the employee takes an appropriate amount of work and responsibilities for team projects, demonstrates a willingness to take responsibilities as required and shares their knowledge regarding machine operations, procedures and equipment functionalities with the rest of the team for effective execution of their duties.
Performance in meeting work duties
The full appraisal for this standard in the policy or program rates it out of five. An employee can only meet this standard if they meet the following in their performance:
Observes reporting time, departure time and hands over all necessary documentations to the next shift colleagues.
Cooperates and shares their knowledge with others when executing their duties and this has to be attested by at least three quarters of his or her colleagues.
Uses appropriate channels in dealing with issues at work and observes values and ethical standards acceptable to the organization.
Appropriate performance appraisal methods
Several performance appraisal methods can be used to evaluate the performance of these workers. These methods are both traditional and future-oriented. The traditional method that can be used is the critical incident method where the workers are appraised based on their ability to perform their jobs effectively in critical situations (Javidmehr & Ebrahimpour, 2015). For instance, shift workers perform their duties at odd hours and when their bodies are less functional. The benefit of this method is that it focuses on behaviors instead of personalities in performance. The future-oriented performance appraisal method appropriate for the organization is behaviorally anchored rating scales. The method combines the benefits of narratives, critical incidents, and quantified ratings where it uses a quantified scale with specific behavioral attributes of good or low performance (Javidmehr & Ebrahimpour, 2015).
Developing appropriate training for the workers
The shift employees need necessary training in several areas aimed at meeting the objectives of the organization. They need to be trained on behavioral attributes associated with high performance and conflict resolution. The training must also focus on enhancing proper communication, especially during a shift change so that each of the group’s concerns is addressed.
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