Corrective Actions and Discipline

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Wouldn't it be wonderful if all employees (or volunteers) had the proper attitude, the willingness to work and put forth their best effort, and 100% commitment to the department's goals? Wouldn't it be wonderful if there were never a need for corrective action and discipline?

Well, in the real world there is a need for the proper administration of corrective action and discipline in situations in which employees (or volunteers) choose not to behave in accordance with department rules and regulations. And, this is perhaps one of the more difficult arenas for the emergency service officer -- especially at the company level. Before looking at the process, the procedures, and concerns, let's talk about some basic definitions (Mondy & Noe, 2005; Zucco-Gatlin, 2004).

• Disciplinary system – a formalized system spelling out specific punishments for specific infractions.
• Discipline – Behavior and order maintained by training and control.
• Corrective actions -- Preventative measures taken to promote compliance with established agency rules and expectations; to change unacceptable behavior. Examples of Corrective Actions.
• Informal discussion
• Verbal warning
• Performance improvement plan
• Notice of counseling
• Letter of reprimand
• Disciplinary actions -- Formal actions, taken when either corrective measures fail to correct previous problem OR seriousness of offense warrants more formal measures.

Examples of Disciplinary Actions

• Demotion
• Suspension
• Reduction in salary
• Dismissal
• Disciplinary system -- A formalized policy spelling out specific punishments for specific infractions.
• Progressive discipline -- A positive corrective plan which is reasonable, fits the offense, and becomes increasingly severe for repeated infractions. Corrective actions and disciplinary actions need to represent progressive penalties.

What is the difference between CORRECTIVE and DISCIPLINARY ACTION? Corrective type actions are preventative measures to encourage appropriate and correct behavior. Disciplinary actions are taken as a formal "discipline" step when more informal measures have not altered/eliminated inappropriate behavior. Research suggests that most improper behavior will be eliminated with the use of corrective actions. Similarly, as we move from corrective action through progressive disciplinary actions, the likelihood of the employee's returning to "the employee we want" decreases.

Importance of Corrective and Disciplinary Actions

Why are corrective actions and discipline important? They are important for the organization, for the supervisor, and for the employee for a variety of reasons.

For the organization, the disciplinary process reinforces agency values, norms, and relationships. Discipline preserves order, necessary for maximum productivity and effectiveness. Properly administered discipline reinforces management expectations of employees (or volunteers). Properly administered, it resolves issues at the lowest level when the problem is still correctable.

For the supervisor or manager, the disciplinary system provides tools for addressing unacceptable behavior and ensuring efficiency. Properly administered, it ensures equitable treatment of violators. Properly administered, it increases the supervisor's power base and increases his/her credibility, earning greater respect.

For the employee (volunteer), a disciplinary system provides a sense of security as it sets boundaries for behavior. It lets the person know what is expected and the consequences for not complying with the expectations. It provides the person with the opportunity to make a rational choice regarding his/her behavior. It rewards positive behavior and allows for correction of the problem behavior with the minimum penalty.

Rules

Clearly defined rules are the key to discipline if they meet the following criteria. They must be:

• Understood
• Communicated
• Applied equitably
• Enforced
• Written/recorded
• Needed

Edwards (2005) adds two additional descriptors that we might mention, as they are very important: Rules need to be practical and realistic.

A quick observation regarding being needed and being enforced: Most organizations seem to have any number of "rules" that are outdated, not enforced, and ignored. This situation can produce a degree of apathy towards others and/or a general lack of respect for the "system."

Rules need to be reviewed periodically to eliminate any that are antiquated, irrelevant, and not needed.

When Is Discipline Required?

Edwards (2005) provides an outstanding summation of the typical sources of the need for discipline. He identifies the categories of rules violation, unsatisfactory performance, personal issues (off duty issues), and illegal or criminal offenses.

Typical infractions in the emergency service include such issues as tardiness, absenteeism, insubordination, missed alarms, improper conduct, and sloppiness (National Fire Academy, 1994). Some safety violations are not uncommon.

One note of precaution! Almost any of these "typical infractions" could be symptomatic of more serious problems -- perhaps alcohol or drug abuse; perhaps an emotional crisis in some one's personal life. If you have any reason to suspect that any of these may be symptoms rather than problems, consult with your superior and/or your employee assistance program contact. In these cases, the employee needs referral to your EAP program, not "discipline."

References

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

Course Development Team. "Discipline At the Company Level." Leadership: Strategies for Supervisory Success. Emmitsburg: United States Fire Administration,National Fire Academy. 1994.

Mondy, W. & Noe, R. Human Resource Management. 9th Edition. Upper Saddle River: Pearson, 2005.

Zucco-Gatlin, K. Personnel Management. FSA 313. Course Manual Monmouth: Western Oregon University. 2004.

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