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GUIDE ON DISCIPLINE AND GRIEVANCE HANDLING
by Employee Development Division Department of Personnel, County of Los Angeles, County Board
of Supervisors, Chief Administrative Officer, Director of Personnel, and Civil Service Commission,

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PREFACE (pi)

TABLE OF CONTENTS (pii)

INTRODUCTION (piii)

1) Discipline as a management tool (p1)

2) Disciplinary policy (p1-4)

3) Characteristics of a disciplinary action (p4-6)

4) Discipline and due process (p6)

5) The supervisor and discipline (p7)

6) Guidelines for supervisors (p8-9)


[1] There is insufficient documentation to support the action.

[2] Procedures and legal requirements have been overlooked.

[3] The case is unable to withstand the counterpoints made by employee.


Once the decision has been made to take formal disciplinary action, it must be able to stand up against close scrutiny. Consider the following points when developing a disciplinary case:


(1) Know your responsibility

(2) Make an outline of the case

(3) Discuss the problem with the employee

(4) Interview other employees

(5) Interview other employees

(6) Interview other employees

(7) Consolidate the case

(8) Re-evaluate the case --- subject it to rigorous scrutiny. Is the action susceptible to charges of bias, discrimination, favoritism, etc.? Is the case strong enough to withstand critical review by an impartial third party?

TYPES OF DISCIPLINARY PROBLEMS

When disciplinary problems do arise, they normally fall into one of four categories.


[1] Misconduct

[2] Attendance problems

[3] Dishonesty and related problems

[4] Performance problems

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Go to: Character Issue at Work
Go to: Feelings Issue at Work
Go to: Leadership Issue at Work
Go to: Leadership Control Essay
Go to: Home Page Index
Go to: Interactive Index

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