Improving Employee Discipline: Punitive vs. Nonpunitive Approaches
HR strategic initiatives of employees and labor relations can positively impact corporate effectiveness, which justifies their use in daily practice. The first aspect worthy of discussion is improving employee discipline, a crucial element of productive collaboration in the workplace. It is possible to distinguish punitive and nonpunitive disciplinary approaches.
For example, the punitive view on discipline supposes that every wrong action of the employee should be followed by sanctions that show the worker that they should try to complete their duties better (Campbell et al., 1985). The impact of this strategy on the employees is controversial because most individuals will lose their motivation to contribute to the company’s growth in this case. Experience shows that punitive actions create a hostile climate among the employees, and the leader can only achieve moderate results if they use sanctions (Campbell et al., 1985).
The nonpunitive approach, in turn, has more advantages because it allows the employees to feel free in their actions. For instance, when the workers understand that they will not be punished in case of failure, they are more initiative (Campbell et al., 1985). Therefore, the company can develop actively if the employees work in a friendly atmosphere of mutual support.
Effective Performance Management: Planning, Monitoring, and Rewarding
The second vital aspect that is worth mentioning is performance management. It is possible to emphasize several critical components the leader should elaborate on in their work. These elements are planning the working process, monitoring the employees’ performance, developing solutions for problem-solving and improving the environment, rating the workers’ performance, and rewarding the employees for their contribution (Campbell et al., 1985).
The exciting detail is that punitive actions should be emphasized in the contemporary approach to leadership and managing human resources (Campbell et al., 1985). The focus on rewarding for good actions and dedication shows significantly better results than punishing for faults and misunderstanding. A supportive and rewarding environment is the crucial aspect that determines the motivation of the individual to work for a particular company (Campbell et al., 1985). In all cases, the employer’s system should meet the organizational needs, and the primary goal is typically the company’s economic growth.
It is possible to illustrate the effectiveness of these strategies by using real-life examples. For instance, if the person is afraid of the manager and feels that every day they spend at work is the test that endangers their mental health, they want to quit the job as soon as possible. Motivated employees, in turn, will try to complete more tasks and propose initiatives if they are supported.
Employee and Labor Relations: Union and Nonunion Grievance Procedures
The third critical element in optimal HR strategies is employee and labor relations. The union represents the employee in a union setting; the employee represents themselves in a nonunion context. In a nonunion situation, management, not an arbiter, makes a choice.
The complaint procedure is typically much more straightforward for nonunion employees, but many organizations implement a procedure that resembles the formal grievance steps. For instance, the complaint is initially reviewed by a manager, worker, and HR staff member competent in resolving problems with employee relations (“What are the steps typically found in a grievance procedure?”, 2023).
It is possible to improve the nonunion complaint process through objectivity and professionalism in communication with the employee and to articulate clear goals (“What are the steps typically found in a grievance procedure?”, 2023). For example, when the manager states that the company should increase the revenue from the product by 2%, they elaborate on ways to achieve this aim gradually. Therefore, the main distinction between union and nonunion grievance procedures is in the level of formality in the communication.
References
Campbell, D. N., Fleming, R. L., & Grote, R. C. (1985). Discipline without punishment—At last. Harvard Business Review. Web.
What are the steps typically found in a grievance procedure? (2023). SHMR. Web.