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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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There are a number of employee behaviors that are simply unacceptable and that merit firing—sometimes on the spot. This category of behaviors—intolerable offenses—merit immediate action, without the benefit of the system of progressive discipline described in Chapter 14, no verbal counseling, no written warning, and no reprimand or suspension. Such offenses include:
• Verbal abuse of others: Your employees have a right to work in an environment where they will not be physically or mentally abused. Cursing, repeated verbal harassment, malicious insults, and similar behaviors are not acceptable, and after giving fair warning, you are free to fire employees who engage in this behavior. Not only that, but if you don’t take action by firing a repeat abuser, you could be personally sued for allowing this behavior to go on.
• Incompetence: Not every employee is competent at his or her job, in fact, some are outright incompetent. If your employees still can’t
perform their duties at an acceptable level of competence—even after repeated attempts on your part to help bring their skills up to par—you are certainly justified in firing them.
• Repeated, unexcused tardiness: In most organizations, employee schedules are carefully choreographed to ensure that vital systems are staffed and customers served during agreed-upon times. Late employees upset these schedules, interfering with the organization’s ability to get work done. If employees continue to be late to work—after being warned that further late arrivals will put their jobs in jeopardy—then termination is the right solution.
• Insubordination: When an employee consciously refuses to carry out his or her assigned duties, this is grounds for immediate termination without warning.
• Physical violence: Especially in these post-9/11 days, most companies take employee-initiated physical violence and threats of violence very seriously. Not only do employees have the right to a safe workplace; employers have the duty to provide it. There is just no place for violence or threats of violence in any workplace and you should not tolerate it.
• Theft: Employees caught stealing—whether company property, or the property of clients or coworkers—can be terminated immediately and without warning.
• Intoxication on the job: Being drunk or under the influence of drugs on the job is sufficient grounds for immediate termination. Many companies take a more compassionate route, however, offering their employees the option of undergoing counseling with an employee assistance program or enrolling in a program such as Alcoholics Anonymous instead of being terminated.
• Falsification of records: Falsifying records—providing fraudulent information during the hiring process (fake schools, degrees,
The Management Bible
previous jobs, etc.) and producing other fraudulent information during the course of employment (fake expense reports, falsified timecards, cheating on examinations, etc.)—is also grounds for immediate dismissal.
Terminating an employee is not fun and few managers enjoy it. Regardless, it can be helpful to remember this old saying: Hire slow, fire quick. When you’ve got a serious employee problem that can’t be resolved, then don’t hesitate to terminate the employee as soon as it becomes clear that that is the best alternative.
Here are some common reasons why managers avoid terminating employees:
• Fear of the unknown: The firing process can be a scary one—not just for the employee being terminated, but also for the manager doing the terminating. Every manager has to experience a first time, and it helps to sit in on a termination or two with an experienced manager (as a witness) before you conduct your first. Be sure to discuss the termination process in detail with your human resources representative to understand how it works in your organization.
• Emotional involvement: Sometimes you’re going to be forced to terminate a friend or trusted associate. It’s bad enough to have to terminate an employee, but terminating someone you like is ten times worse. The fact that they may be performing poorly doesn’t make it any easier.
• Possibility of legal action: The fear of legal action is often enough to cause any manager to freeze up when it comes time to terminate
Ask Bob and Peter: What do you put down on an employment application when you have been terminated from a job and you have no idea why? I'm in the process of filing a lawsuit on the issue; however, I'm also looking for a new job. In applying for employment, they ask if you have been fired and why. I have no idea why. Now what?
You have no choice but to be truthful in filling out applications for employment. Not only is it the ethical thing to do, but also companies must reserve the right to terminate you if you lie on your application. Assuming you were terminated unjustly, in the box that asks you to explain why you were terminated, consider writing or typing in these words: "Contact me for details." If your potential employer is impressed enough with your resume and qualifications, he or she will give you the opportunity to explain exactly what happened—probably in a preinterview telephone call where you'll have the opportunity to present your side of the story. Caution: Keep your explanation brief and upbeat (e.g., "I got a new manager who had a different opinion on how my areas of responsibility should be handled")—don't drag a prospective employer through a prolonged airing of all of your previous employer's shortcomings. No employer wants to hear that.
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