e. Research has found that the threat of termination can actually chase people away to more stable employment situations. Positive incentives can increase both employee retention and motivation, which is less costly and more beneficial to the company.
When such findings are applied, many companies enjoy greater success. So while the outcome of organizational behavior research may not be laws that are always true, the insight it produces is of great value to the business community.
Discipline, such as suspension, termination, or demotion, should only be used when dealing with very serious transgressions that impact the ability of the company to do business. These might include not showing up for work, becoming involved in illegal activities, or harming other employees.
If discipline is not distributed fairly, it gives undue power to the manager. This will undoubtedly lead to political maneuvering on the part of the employees to win the manager's favor. It may also lead to abuse on the part of the manager.
Personal circumstances are the most likely mitigating factor to be used in lessening discipline, and probably the most appropriate. If these reasons are communicated to the other employees, and there is agreement that leniency is due, then no problem exists. If disagreements exist, proper documentation of acceptable mitigating circumstances will remove the political struggle from the disciplinary process.
A senior-level manager must have a working understanding of all activities that are taking place within his or her sphere of management. They should be motivating, conscientious, and experienced at matching people's skills with their job assignments. They should also be responsible, good mediators, and able to make decisions that are unpleasant but necessary to the success of the company.
While inept management has been the downfall of many good companies, a manager who does not fulfill the aforementi...