Handle And Record Unsatisfactory Performance

Handle and record unsatisfactory performance and inappropriate behaviour in accordance with the organisational policies and procedures.

Click here to view a video about managing poor performance in the workplace.

If an employee displays unsatisfactory performance or inappropriate behaviour, the normal performance management process, which is aimed at maximising performance, needs to change direction to focus on correcting performance or behaviour. This process needs to be much more controlled and disciplined, as it could potentially lead to disciplinary action and even dismissal for incapacity (poor work performance).

It is advised that you follow your organisation’s policies and procedures in this regard.

The organisation’s disciplinary code and procedures needs to be aligned with the Labour Relations Act, 66 of 1995, as amended.

Discipline in the Workplace

The main purpose of discipline in the workplace is:

• The maintenance of work standards.
• The maintenance of appropriate standards of conduct.
• Ensuring consistent, fair treatment of all employees.
• The provision of corrective coaching where standards are not met.
• To formally express dissatisfaction for breaches of discipline.

Principles Underlying Discipline

• One of the most important aspects in the management of an employee is the awareness and setting of standards.
• Managers are the custodians of the company’s rules and standards and should endeavour to lead by example, ensuring that their integrity and conduct is always beyond reproach.
• Managers also have the responsibility for the maintenance of good order, harmonious relationships and discipline in the workplace.
• Disciplinary action is aimed at correcting behaviour or conduct, except for serious and deliberate breaches that warrant dismissal.

A Positive, Corrective Approach to Discipline Includes

• Clear communication and setting of standards.
• Firmness and consistency.
• Promptness in dealing with breach of standards.
• Fairness to prevail always.
• Each case to be treated on its own merits.
• Personal feelings towards an employee should not influence the process and managers must focus on the problem at hand and not the employee personally.
• Management’s ability to take disciplinary action could be undermined if disciplinary action is not processed, as staff could see this as condonement.
• A sanction may not be predetermined and will be unfair. Each case should be treated on its own merits, also taking cognisance of past practices and future precedents, as well as mitigating circumstances.