Think of a disciplining situation that you were personally involved in, either as the discipliner, the disciplinee, or a direct observer, and tell how the situation either conformed to or violated the " Hot Stove" rules discussed in the reading materials under Three Critical Criteria. Down below is examples.

Disciplining Employees

The 5 Most Common Unethical Behaviors in the Workplace

Each day roughly 120 million people walk into a workplace somewhere in the United States. Within the past year, almost half of these workers personally witnessed some form of ethical misconduct, according to a recent survey conducted by the Washington, D.C.-based Ethics Resource Center (ERC).

We are not talking about workers being privy to the CFO committing fraud. More likely, it's someone who lied to a supervisor or handed in a false expense report. Listed below, according to the ERC study, are the five most frequently observed unethical behaviors in the U.S. workplace.

1. Misusing company time

Whether it is covering for someone who shows up late or altering a time sheet, misusing company time tops the list. This category includes knowing that one of your co-workers is conducting personal business on company time. By "personal business" the survey recognizes the difference between making cold calls to advance your freelance business and calling your spouse to find out how your sick child is doing.

2. Abusive behavior

Too many workplaces are filled with managers and supervisors who use their position and power to mistreat or disrespect others. Unfortunately, unless the situation you're in involves race, gender or ethnic origin, there is often no legal protection against abusive behavior in the workplace. To learn more, check out theWorkplace Bullying Institute.

3. Employee theft

According to a recent study byJack L. Hayes International, one out of every 40 employees in 2012 was caught stealing from their employer. Even more startling is that these employees steal on average 5.5 times more than shoplifters ($715 vs $129). Employee fraud is also on the uptick, whether its check tampering, not recording sales in order to skim, or manipulating expense reimbursements. Ethical alert: The FBI recently reported that employee theft is the fasting growing crime in the U.S. today.

4. Lying to employees

The fastest way to lose the trust of your employees is to lie to them, yet employers do it all the time. One of out every five employees report that their manager or supervisor has lied to them within the past year.

5. Violating company internet policies

Cyberslackers. Cyberloafers. These are terms used to identify people who surf the Web when they should be working. It's a huge, multi-billion-dollar problem for companies. A survey conducted recently by Salary.com found that everyday at least 64 percent of employees visit websites that have nothing to do with their work. Who would have thought that checking your Facebook page is becoming an ethical issue?

The good news from the ERC study is that most American workers and employers do the right thing. The survey reveals that most of us follow our company's ethical standards of behavior, and we are willing to report wrongdoing when we see it (unless it's the company's Internet use policy). But for those of us who track ethical behavior in the workplace, there are some troublesome trends in the ERC survey. The percentage of employees who experienced some form of retaliation for reporting non-ethical behavior climbed from 15 percent to 22 percent. Confidence in the ethics of senior leaders declined from 68 percent to 62 percent. When it comes to the ethical workplace, we may be on a downward shift.

ByArthur Schwartz (2015)https://www.bizjournals.com/philadelphia/blog/guest-comment/2015/01/most-common-unethical-behaviors-in-the.html

FACTORS TO CONSIDER WHEN DISCIPLINING

1. Seriousness of the Problem 2. Duration of the Problem (Time span?) 3. Frequency & Nature of the Problem (Current or continuing?) 4. Extenuating Factors 5. Degree of Socialization (Was there an early attempt to educate?) 6. History of the Organization's Discipline Practices 7. Management Backing

THREE CRITICAL CRITERIA

1. Make disciplinary action corrective rather than punitive. 2. Make disciplinary action progressive. 3. Follow the "Hot-stove" rule:

• Warning
• Immediate Response
• Impersonal

Set discipline procedures up so that they will be implemented in a way similar to what would happen if one touched a hot stove:

• Warning: Everyone should know up front what will happen if the rules are violated -- if you touch a hot stove, you will be burned.
• Immediate Response: There should be an immediate response. When someone commits a violation, the consequence should occur right away -- within the hour or if possible within the day -- not days or weeks later. When you touch a hot stove, you get burned immediately, not three days later.
• Impersonal: It shouldn't matter who violates the rules, whether it be the top CEO or the lowest peon in the organization -- they should both pay the same consequence. A hot stove does not distinguish between people based on occupations or demographics -- regardless of who you are, if you touch the hot stove, you will get burned.

TO MAKE A DISMISSAL STAND UP IN COURT:

1. It can't take race, sex, or ethnic group into account. 2. A job analysis must be used to identify the critical aspects of the job. 3. The critical job aspects identified in the job analysis must be incorporated into the performance appraisal instrument. 4. Appraisers must be trained. 5. Performance standards must be applied consistently. 6. Appraisals must be documented. 7. Appraisals must be used to coach the employee on how to improve. 8. There must be an appeal process.

THE CO$T OF FIRING AN EMPLOYEE The cost of employee turnover

Some studies (such as SHRM) predict that every time a business replaces a salaried employee, it costs 6 to 9 months' salary on average. For a manager making $40,000 a year, that's $20,000 to $30,000 in recruiting and training expenses.

But others predict the cost is even morethat losing a salaried employee can cost as much as twice their annual salary, especially for a high-earner or executive-level employee.

Turnover seems to vary by wage and role of employee. For example, aCAP study found average costs to replace an employee are:

• 16 percent of annual salary for high-turnover, low-paying jobs (earning under $30,000 a year). For example, the cost to replace a $10/hour retail employee would be $3,328.
• 20 percent of annual salary for midrange positions (earning $30,000 to $50,000 a year). For example, the cost to replace a $40k manager would be $8,000.
• Up to 213 percent of annual salary for highly educated executive positions. For example, the cost to replace a $100k CEO is $213,000.

What makes it so hard to predict the true cost of employee turnover is there are many intangible, and often untracked, costs associated with employee turnover.

Is employee turnover still relevant?

According to astudy from the Work Institute, a shocking 41.4 million US employees left their jobs voluntarily in 2018. That means that 27 out of 100 employees quit, an 8.3% increase since 2017 and an 88% increase since 2010. The Work Institute claims that this trend would result in a 35% turnover rate by 2023.

So, what is the real cost of losing an employee?

In an insightful article onemployee retention, Josh Bersin of Bersin by Deloitte outlined factors a business should consider in calculating the "real" cost of losing an employee. These factors include:

• The cost of hiring a new employee including the advertising, interviewing, screening, and hiring.
• Cost of onboarding a new person, including training and management time.
• Lost productivityit may take a new employee one to two years to reach the productivity of an existing person.
• Lost engagementother employees who see high turnover tend to disengage and lose productivity.
• Customer service and errorsfor example new employees take longer and are often less adept at solving problems.
• Training costfor example, over two to three years, a business likely invests 10 to 20 percent of an employee's salary or more in training.
• Cultural impactwhenever someone leaves, others take time to ask why.

One of the reasons the real cost of employee turnover is an unknown is that most companies don't have systems in place to track exit costs, recruiting, interviewing, hiring, orientation and training, lost productivity, potential customer dissatisfaction, reduced or lost business, administrative costs, lost expertise, etc. This takes collaboration among departments (HR, Finance, Operations), ways to measure these costs, and reporting mechanisms. Source: Christina Merhar (2020)https://www.peoplekeep.com/blog/employee-retention-the-real-cost-of-losing-an-employee