Introduction
Workplaces are inhabited by people from different regions as well as those coming from diverse cultures. The interaction, therefore, among these persons, is expected to follow various organizational policies and abide by reasonable standards in communication and undertaking organizational duties. Issues noted in the institution, especially on employee behaviours, should be mitigated in various ways, with one of them being the implementation of progressive discipline. Organizations, therefore, are expected to develop a progressive discipline policy to guide HR behaviour, especially in dealing with the workers and the management. The study outlines the critical challenge facing the institution, the policy, its implementation, and how it should be reviewed.
Discussion
The Progressive discipline policy
The organization has noted that some supervisors are clouded by their emotions when disciplining others within the institution. It is crucial for the organization, therefore, to ensure there is a policy guiding supervisors on proper conduct and how they should associate and deal with the other staff members. The purpose of the policy is to educate supervisors on concepts of emotional intelligence purposed to help the staff understand the performance problem created by lack of the aspect in disciplining others and why it is necessary to embrace the new behaviour. Disciplinary action must be taken with the primary mandate of enhancing behaviours and performance of the individuals on many occasions. The progressive delivery policy will cover a wide range of behaviour challenges inclusive of abusive language in the discipline process and inability to embrace diversity practices when offering disciplines to the workers.
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Policy Statement
Within the organization, discipline is vital towards enhancing the worker’s conduct, improving overall individuals’ performance and enhancing communication and association of the individuals. The supervisors will have the role of disciplining the staff who do not abide by the organization rules as a performance measure. It is expected that the supervisors must conform to ethical practices while engaging with the discipline measures, and should embrace concepts of emotional intelligence and professional practice within the industry. All the employees are expected to abide by the policy regulations as a standard practice in the institution for all staff. The policy shall be reviewed systematically to ensure it is aligned with the organizational outcomes and all workers are free to raise any claims regarding its utilization in the firm.
Implementation
Within the organization, the policy should be implemented in a progressive manner towards guiding behavior change of the supervisors. The implementation of this policy will borrow from a series of steps that are integral in ensuring smooth transition from current practices to the ones outlined by the strategy. An initial assessment of the identified phenomenon should be done to help in understanding the extent of the issue, involved supervisors and various victims who have been disciplined by these supervisors. According to Osher, Kidron, Brackett, Dymnicki, Jones and Weissberg, (2016), the initial assessment must also validate use of illicit language, failure to adhere to ethical perspectives and issues with communication and disciplinary measures, among others. It is vital for the assessment to also validate the need for the change process and implementation of the policy since this will act as a motivational factor towards smooth implementation and acceptability of the policy in the organization. The assessment must also examine the nature of the supervisors, stress conditions, family issues and other work-related factors that might instigate them to let the emotions overide their decision-making process.
The second strategy focuses on directing the training process, whereby supervisors must undergo progressive discipline change. The training aims to redirecting HR functions on disseminating information to the staff. The approach should outline aspects covered in the training program on ways to improve the supervisor’s emotional intelligence. According to Mazzella Ebstein, Sanzero Eller, Tan, Cherniss, Ruggiero and Cimiotti, (2019), key components such as ways to manage anger, professional language in the workplace, actions considered to be abusive and ways that employees should treat each other are among the precepts that should be discussed in the training process. The training should also integrate aspects of communication and why it is necessary for supervisors to understand emotional intelligence when disciplining the workers. The HR officials should conduct training to ensure that supervisor activities are aligned to expected organizational objectives.
The third process in the implementation process focuses on examining the impact of the policy and set goals on what supervisors must achieve within a given speculated time. The goals should ensure that supervisor behaviours are to change and meet expected standards in the organization while eliminating the key issue noted within the institution. The goals must also consider aspects of expected performance in business outcomes and employee satisfaction, among other activities. Achievement of these goals will render the policy successful in transforming and redesigning the supervisor’s plans.
The final process in implementation of the progressive discipline policy aims at evaluating the potential benefits that emotional intelligence training should have. It is integral for this assessment to be done by the HR as it helps to compare outcomes of the training and expectations that were required (Rezvani, Chang, Wiewiora, Ashkanasy, Jordan, and Zolin, 2016). Moreover, it will be helpful in the review process to examine and understand aspects of the policy that have not been met in guiding future activities to mitigate the noted challenges.
Review of the Policy
The policy review will play an integral role in the organization. Expectations of these reviews will be a critical component to determine whether policy goals are met or not. Additionally, the review should also be done to determine challenges that have been encountered and whether duties delegated to each supervisor have been met adequately. According to Pradhan, Jena and Bhattacharya (2016), the policy review should be conducted on specific periods outlined in the goals and timeline for implementation. Within the organization, it is evident that three months after the policy is implemented, there should be a review process to examine various aspects of the strategy that have been achieved therefore helping develop ways for continued practices.
Conclusion
The study has developed a policy based on concepts of progressive discipline to enhance emotional intelligence of the worker's supervisors as they engage in disciplinary activities in the organization. Superiors have been noted to let their emotions override standards of policy and practice in the firm, which is not the right approach. The policy is expected to ensure that supervisors understand emotional intelligence practices and that the workers can understand situations where emotions are not expected to have any role in guiding the decision-making process. The policy should be implemented within the organization in a strategic manner such that the supervisors will undergo a training process on the same for better outcomes. A review of the same should also be conducted to understand the nature of events and objectives achieved and how to mitigate any challenges that might affect the process.
References
Mazzella Ebstein, A. M., Sanzero Eller, L., Tan, K. S., Cherniss, C., Ruggiero, J. S., & Cimiotti, J. P. (2019). The relationships between coping, occupational stress, and emotional intelligence in newly hired oncology nurses. Psycho‐oncology , 28 (2), 278-283. Obtained from https://onlinelibrary.wiley.com/doi/pdf/10.1002/pon.4937
Osher, D., Kidron, Y., Brackett, M., Dymnicki, A., Jones, S., & Weissberg, R. P. (2016). Advancing the science and practice of social and emotional learning: Looking back and moving forward. Review of Research in Education , 40 (1), 644-681. Retrieved from https://www.researchgate.net/profile/David_Osher/publication/312127172_Advancing_the_Science_and_Practice_of_Social_and_Emotional_Learning_Looking_Back_and_Moving_Forward/links/5ba235cc92851ca9ed1515af/Advancing-the-Science-and-Practice-of-Social-and-Emotional-Learning-Looking-Back-and-Moving-Forward.pdf
Pradhan, R. K., Jena, L. K., & Bhattacharya, P. (2016). Impact of psychological capital on organizational citizenship behavior: Moderating role of emotional intelligence. Cogent Business & Management , 3 (1), 1194174. Obtained from https://www.tandfonline.com/doi/full/10.1080/23311975.2016.1194174
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N. M., Jordan, P. J., & Zolin, R. (2016). Manager emotional intelligence and project success: The mediating role of job satisfaction and trust. International Journal of Project Management , 34 (7), 1112-1122. Obtained from https://www.researchgate.net/profile/Azadeh_Rezvani2/publication/303821252_Manager_Emotional_Intelligence_and_Project_Success_The_Mediating_Role_of_Job_Satisfaction_and_Trust/links/57773b1908ae1b18a7e1b87f/Manager-Emotional-Intelligence-and-Project-Success-The-Mediating-Role-of-Job-Satisfaction-and-Trust.pdf
