Disciplinary Guidelines Sample Clauses

Disciplinary Guidelines. A. The purpose of discipline is to administer equitable and consistent discipline for unsatisfactory conduct in the workplace. The County’s own best interest lies in ensuring fair treatment of all employees and in making certain that disciplinary actions are prompt, uniform, and impartial. The major purpose of any disciplinary action is to correct the problem, prevent recurrence, and prepare the employee for satisfactory service in the future. B. Disciplinary action may call for any of five steps depending on the severity of the problem and the number of occurrences: Letter of Reprimand; Suspension without pay; Reduction in Pay (defined as base rate multiplied by index), Demotion; or Termination from employment. There may be circumstances when one or more steps are bypassed. C. Progressive discipline means that, with respect to most disciplinary problems, the following steps will normally be followed: a first offense may call for a letter of reprimand; a next offense may lead to suspension without pay; and still another offense may then lead to termination of employment. While it is impossible to list every type of behavior that may be deemed a serious offense, some examples include theft, assault, falsification of records or documents, etc.; we recognize there are certain types of employee problems that are serious enough to justify either a suspension, or, in extreme situations, termination of employment, without going through the usual progressive discipline steps. D. The County’s use of progressive discipline is intended to correct most employee problems at an early stage, benefiting both the employee and the County of Yuba.

Disciplinary Guidelines. Disciplinary action is designed not only to correct misconduct, but also to encourage and motivate students to become responsible citizens of the school community. To that end, the teachers and administrators use their professional judgment to determine appropriate disciplinaryaction based on the following: • Seriousness of the offense • Grade level • Frequency of misconduct • Effect of misconduct on the school environment

Disciplinary Guidelines. Members who do not follow the Club Code of Conduct will be disciplined as stated in the Disciplinary Guidelines; found in our Parent Handbook. Members may be prohibited from attending field trips as a consequence of persistent behavior concerns. There are no refunds for members who are suspended or expelled from Summer Camp due to disciplinary action.

Disciplinary Guidelines. The purpose of discipline is to administer equitable and consistent discipline for unsatisfactory conduct. Disciplinary action may be imposed at any step of the disciplinary process depending on the severity of the problem and/or the number of occurrences: Letter of Reprimand; Suspension without pay; Demotion; or Termination from employment. Progressive discipline means that, with respect to most disciplinary problems, the following steps will normally be followed: a first offense may call for a letter of reprimand; a next offense may lead to suspension without pay; and still another offense may then lead to termination of employment. While it is impossible to list every type of behavior that may be deemed a serious offense, some examples include theft, assault, falsification of records or documents, etc.; we recognize there are certain types of employee problems that are serious enough to justify either a suspension, or, in extreme situations, termination of employment, without going through the usual progressive discipline steps. The County’s use of progressive discipline is intended to correct most employee problems at an early stage, benefiting both the employee and the County of Yuba.

Disciplinary Guidelines. The purpose of discipline is to administer equitable and consistent discipline for unsatisfactory conduct in the workplace. The County’s own best interest lies in ensuring fair treatment of all employees and in making certain that disciplinary actions are prompt, uniform, and impartial. The major purpose of any disciplinary action is to correct the problem, prevent recurrence, and prepare the employee for satisfactory service in the future. Disciplinary action may call for any of four steps depending on the severity of the problem and the number of occurrences: Letter of Reprimand; Suspension without pay; Demotion; or Termination from employment. There may be circumstances when one or more steps are bypassed. Progressive discipline means that, with respect to most disciplinary problems, the following steps will normally be followed: a first offense may call for a letter of reprimand; a next offense may lead to suspension without pay; and still another offense may then lead to termination of employment. While it is impossible to list every type of behavior that may be deemed a serious offense, some examples include theft, assault, falsification of records or documents, etc.; we recognize there are certain types of employee problems that are serious enough to justify either a suspension, or, in extreme situations, termination of employment, without going through the usual progressive discipline steps. The County’s use of progressive discipline is intended to correct most employee problems at an early stage, benefiting both the employee and the County of Yuba.

Disciplinary Guidelines. Step 1: First counselling meeting - reprimand A counselling meeting with the employee is arranged for the purpose of discussing the incident/problem concerning his/her work that has come to the attention of management. An opportunity is given for the employee to have another person present at the interview, if this is deemed to be appropriate for the first counselling meeting: i. The employee is made aware of the incident/problem concerning his/her work, and why it is unacceptable. ii. The manager explains what is expected in the future concerning adherence to work instructions, work standards or company policy. iii. The employee is asked whether he/she has any explanation or reason for the unsatisfactory work and/or conduct. Full consideration is given to the employee’s response. iv. If the employee does not have a reasonable explanation for the problem, the employee is informed that the unsatisfactory work and/or conduct must be rectified. If it is appropriate, assistance is offered to the employee in overcoming the cause of the problem, eg, offering additional training in the work or use of equipment. v. A time limit is established for the correction of the problem, at the end of which the employee’s performance is to be reviewed in a second counselling meeting to determine whether the required improvement has been achieved. The employee, of course, may seek assistance at any time up to the second counselling session and should be advised whom he/she may contact for clarification of issues. vi. The employee is to be given the warning that failure to improve may put their employment at risk. vii. This reprimand is put in writing, forwarded to the employee and a copy placed on the employee’s file. Step 2: Second counselling meeting - formal warning At this meeting, the following occurs: i. The manager informs the employee whether or not the required improvement has been achieved. ii. If not, the employee will be asked for any explanation for why improvement has not occurred. iii. The manager will consider the employee’s explanation. iv. A formal warning of the seriousness and consequences of non-improvement is given, which is followed up with a written formal warning letter requiring improvement by a specified date. v. A formal warning shall remain in place for a period of 6 months. Step 3: Third counselling meeting - final warning before termination A further meeting is arranged: i. The manager informs the employee whether or not the required improvement...

Disciplinary Guidelines. ‌ The Organisation’s grievance and disciplinary policy and procedures are set out in the organisations policy and procedure manual.

Disciplinary Guidelines. Management has the right to discipline an employee for unacceptable actions, including but not limited to, violation of contract, unacceptable work, tardiness, and insubordination. The following forms of disciplinary action are available to management; steps and rights are listed below. Discipline should be progressive as much situationally possible, e.g., start with lowest form of discipline and work up. However, every situation is different and there is no requirement for discipline to be progressive. 1. Face-to-face coaching a. A verbal identification by management of the issue b. Opportunity for response from the employee

Disciplinary Guidelines. Employees who are found actually ----------------------- drinking or possessing or taking drugs or alcohol while on Company premises will be subject to discipline up to and including discharge. The Company's knowledge of off duty possession or use of drugs and/or alcohol by an employee within twenty-four (24) hours of the time such employee reports for work shall not be used as grounds for discipline for the first occurrence but may be grounds for testing such employee. Employees who are suspected of drug or alcohol use, who are first offenders and who are not involved in accidents but who test positive will not be discharged but must successfully complete a rehabilitation program implemented and supervised by TWA and IAM personnel. Employees involved in an accident who are suspended and test negative shall be returned to work and made whole for such suspension before discipline is assessed concerning the accident. Employees who are involved in an accident and test positive may be disciplined for the accident. They may not, however, be disciplined for using drugs or alcohol if the instance is the first occurrence under the policy. If such employee receives discipline less than discharge, then such employee must also successfully complete a rehabilitation program supervised by TWA and IAM personnel. Any employee who does not successfully complete the rehabilitation program may be discharged. Any employee entering a rehabilitation program after testing positive will be subjected to random testing during the course of the program and for three months after successful completion of the Program. However, in no event shall such random testing period exceed two years from the employee's return to work and if such employee tests positive as a result of the random tests, he may be discharged. Any employee who tests positive within two years from the date he enters a rehabilitation program may be discharged. An employee who tests positive at any time after two years from the date he entered such a program shall be referred to a joint Company-Union established committee for disposition of his case. Such committee shall be made up of one Company and one Union representative. If such committee cannot agree, the case shall be submitted to a neutral party jointly selected by the parties who is considered to be an expert in matters of this kind and such neutral shall have authority to make final determination which shall be binding upon both parties.