By Dick Grote
Giving an issue worker a paid break day to imagine could seem a questionable tactic, yet it is a key function of this book's progressive "discipline with out punishment" method. This consultant retraces the conventional punitive method of self-discipline with an affirmative one who makes staff in my view liable for their activities. It explores how you can construct better functionality, and is helping managers arrange and behavior greater training classes. Containing discussion and particular assistance, the booklet exhibits readers find out how to: stay away from confrontational, anger-provoking occasions that could bring about undesirable relationships or even violence; salvage almost certainly stable staff who have long past off target; enforce a step by step disciplinary process; and realize and strengthen sturdy functionality and increase productiveness.
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Additional info for Discipline without punishment : the proven strategy that turns problem employees into superior performers
There are some employees who love working for a manager with that philosophy. Who are these people? The weeds—the ones who are at the lower end of the performance curve. And what do they do when they discover that they’re working for a manager or for a company that isn’t willing to do anything for the best employees that they won’t do for everybody else? They get on the phone and call all their weedy little friends, saying, ‘‘Come on down to Acme Industries! ’’ There are others who loathe that approach to management—the roses.
On January 1, 1974, the new approach went online. Nine months went by. By October 1, the fifty-eight terminations of the year before had dropped to seventeen. Morale had improved as supervisors abandoned punitive responses and began dealing with problems in a mature and dignified way. Recognition of good performance increased markedly. The atmosphere was no longer toxic. People felt it was now a good place to work. Obscene messages on chips disappeared. Another year went by. Terminations for the whole year totaled only two.
By October 1, the fifty-eight terminations of the year before had dropped to seventeen. Morale had improved as supervisors abandoned punitive responses and began dealing with problems in a mature and dignified way. Recognition of good performance increased markedly. The atmosphere was no longer toxic. People felt it was now a good place to work. Obscene messages on chips disappeared. Another year went by. Terminations for the whole year totaled only two. The plant was transformed. Managers in other plants started visiting to see what we had done.