Tuesday, February 16, 2010

Chapter 10

Separating and Retaining Employees

In this chapter, there was one main element that stood out to me. There was a concept that stated that organizations should develop a standardized form of discipline and that these decisions should not be left up to just managers and supervisors. I liked this concept because I've worked in places where the company morale was damaged by a lack of consistency involving disciplinary action. There were employees that were disciplined that were so contrastingly different for similar actions that it caused a clear sense of confusion concerning policy.

Should someone expect clear cut consequences for specific actions? If so, how can management derail employee gossip without violating the privacy of the employee disciplined?

Sometimes there is a double edged sword. What employees discuss and what managers handle are usually completely different. A disciplined employee that doesn't want the truth to be known may in fact embellish a story to create a belief of innocence amongst coworkers, but management has to respect the employees privacy and might have a hard time defending openly what the employee alleges.

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