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Type of bind: Paperback
Dewey Decimal Number: 658.314
EAN num: 9780814473306
ISBN number: 081447330X
Label: AMACOM
Manufacturer: AMACOM
Quantity: 1
Page Count: 272
Printing Date: March 10, 2006
Publishing house: AMACOM
Sale Popularity Level: 120659
Studio: AMACOM
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The original edition of Discipline Without Punishment introduced a positive approach for getting problem employees to meet--and often even exceed--job requirements. The book still delivers on that promise, and in this revised edition, Dick Grote provides new insights, along with sample dialogues, memos, and worksheets. Grote's revolutionary method helps readers:
* avoid confrontational, anger-provoking sessions * prepare for and conduct performance improvement discussions that enhance relationships and emphasize problem-solving * create and administer the entire disciplinary process, including a paid leave of absence as a final chance to commit to better performance
This proven guidebook, from one of the country's leading experts on performance management, will help any organization get potentially great employees back on track.
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Rated by buyers -
For CEOs, human-resource staff members and anyone who influences the development of an organization's disciplinary system, this book is a must-read. Managers, supervisors and small-business owners also will benefit from Dick Grote's guidance on implementing a nonpunitive approach to improved performance. getAbstract appreciates the thoughtfulness and detail of his suggested disciplinary system, as well as his advice on incorporating this system into your daily management practices.
Rated by buyers -
This is the second edition of a book which was initially published in 1995 and I have the same question now that I did then: How can any one strategy turn all "problem employees into superior performers"? That said, years ago Grote recognized sooner than many others did that the command-and-control management style was often the cause of serious discipline problems. He cites as an example what he once experienced as Frito-Lay's manager of training and development. He was directed to visit a plant at which 58 of its employees had been fired during the previous year for various breaches of discipline. Angry customers reported finding obscene messages written on potato chips, all of which had been produced at the plant at which the climate had become "toxic." What to do? Supervisors had been using the traditional "progressive-discipline" system for all violations of company policy, serious or trivial, and there had been no improvement in workers' behavior. If anything, as the recent "public relations nightmare" caused by the obscene messages indicated, the behavior had become even worse. What to do?
At this point, it may helpful to cite the differences between the "Traditional Approach to Discipline" and what Grote advocates:
Traditional Approach
Step 1: Oral Warning
Step 2: Written Warning
Step 3: Suspension Without Pay/Final Warning/Probation
Step 4: Termination
"Discipline without Punishment" (DWP) Approach
Informal Transactions
Positive Contacts (i.e. recognition of what is done well)
Performance Improvement Discussions
Formal Disciplinary Transactions
First: Reminder 1
Second: Reminder 2
Final: Decision Making Leave (a one-day suspension with pay)
Termination
According to Grote, there were (and are) significant benefits to the "Decision Making Leave" policy which was introduced at the Frito-Lay plant:
"It allows us to demonstrate good faith."
"It transforms anger into guilt."
"It eliminates the need to `save face.'"
"It makes it easier for the supervisor"
"It reduces hostility and the risk of workplace violence."
"It increases defensibility if the employee is later terminated."
"It removes money as an issue."
"It's consistent with our values."
As I understand it, the "Decision Making Leave" (please see pages 18-21) allows everyone involved to take a "Time Out" in order to calm down, re-examine the given issues, perhaps seek opinions from (preferably open-minded) third-parties, and thus be better prepared to resolve (if possible) the given issues.
In no sense does Grote question the importance of personal accountability. On the contrary, he vigorously and eloquently argues that DWP strengthens it. Think of it not as a policy or two but rather as a cohesive and comprehensive system by which to improve overall organizational performance. The best way to encourage such improvement is to provide a positive consequence - recognition -- whenever (a) an individual performs "above and beyond the call of duty" (what Napoleon Hill characterizes as "going the extra mile"), (b) an individual achieves significant improvement under direct supervision, after a disciplinary transaction such as a "Decision Making Leave," or (c) an individual has consistently met all of an organization's expectations over an extended period of time.
In the final paragraph, Grote observes "The final test of the effectiveness and sucess of Discipline Without Punishment is when it stops being a program...a project...a policy. Discipline Without Punishment is finally and fully implemented when it has been incorporated into the grain of organizational life that everyone considers it `just the way we do business here.'" Of course, Grote realizes that not all employees can become "superior performers," nor are all "problem employees" willing and/or able to produce acceptable (much less superior) performance, even within an organization in which DWP "has been incorporated into [its] grain." Nonetheless, these are worthy goals to seek.
To me, one of Grote's most important points is that the DWP approach to unacceptable performance and inappropriate behavior will succeed only if it is viewed, indeed embraced as an active and on-going partnership between a supervisor and each of those those for whom she or he is directly responsible. Expectations must be made crystal clear. Criteria for measurement of performance must be clearly understood and consistently applied. Presumably Grote agrees with me that recognition of outstanding performance must be immediately recognized, preferably within a public domain, and that constructive criticism should also be offered in a timely manner but only in private and it should be specific. Of course, mutual trust is the "glue" which holds ... Read More
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