Saturday, September 29, 2012
Wednesday, May 2, 2012
IABC Sponsored Chili's Party for ORCO Grads!
Thursday, April 26, 2012
The Need for Endorsed Power During Disciplinary Actions
Employee misconduct can
be so severe and/or repetitive as to demand disciplinary actions. For such cases, a progressive disciplinary
protocol should be standardized by the organization and made known to employees
when they are hired. Many companies have
their disciplinary procedures published in organizational handbooks and/or
review such procedures during the training process. Published protocol helps to establish
legitimate power and minimize the arbitrary application of disciplinary action. The official endorsement of power and the
elimination of arbitrary implementation of disciplinary actions can help
mitigate the struggles of those involved in the conflict as they attempt to forcibly
assume power and engage in face-saving behaviors.
Years
ago, disciplinary action was required for an incident that occurred at a state
school*. An employee who
worked as a trainer, or caretaker, for mentally challenged residents lost
control of her emotions, grabbed a resident by the wrists and began to verbally
abuse her, including calling her profane names.
The incident was witnessed by another trainer who then reported it to
the supervisors. The subsequent
disciplinary actions taken will be briefly reviewed in this article, including a
look at the issues of power and face-saving.
Power
Power
is the ability to influence and/or control others, and is generally not owned
by anyone without an endorsement by others (Folger, Poole, Stutman, 2009, pg.
140); power, then, is conferred by group agreement. In some cases, endorsement of someone’s power
is enforced through an organization’s policies that require respect for the
authority of official positions in the organization. These positions have associated control over
certain aspects of the organization, such as the ability to confer rewards and
punishments. The endorsement is twofold: the organization officially endorses
power of position through its policies, and members endorse such power through
their forced adherence to the policies.
This is generally what happens in cases of disciplinary action: the
assigned authority (i.e. the endorsed power) controls the enforcement of
punishment or corrective measures.
At
the state school, the official policy for disciplinary action was
followed. The witness, a co-worker of
the abusive employee, reported to the immediate supervisor. The witness (a male) was the only one to see
the abuse, and the abusive employee (a female) knew he saw it. He immediately told the supervisor without
warning the abusive employee, so she had no opportunity to protest or plead her
case with him. His knowledge of the
event gave him a power that directly affected the course of events that
followed. Because of the severity of the
offense, the supervisor reported to her superiors. These individuals had official power
(legitimate) as endorsed by the organization’s policies. The abusive employee endorsed these powers
because of her respect for authority and the hierarchy of the organization,
which, she knew, limited her powers. She
never denied the incident and knew she was guilty. The eventual punishment was to demote her to
a lower-paying janitorial position, and she was no longer allowed to work with
residents.
Face-Saving
There
are two-sides to “face,” so-to-speak: positive face is the desire for approval
by others (Folger, Poole, Stutman, 2009, pg. 175).
Negative face is the desire for autonomy. The face is threatened when there is a large
social distance between parties; a disparity between the relative powers of the
parties; and when the request or demand compromises autonomy (Folger, Poole,
Stutman, 2009, pg. 175). The positive face reflects our need for
inclusiveness and to be seen in a positive light, while the negative face
reflects our need for personal power.
In
the case of the abusive employee at the state school, she attempted to save
face by explaining her actions as, while unacceptable, a result of a high
stress work environment. Incidentally,
this was true. The lack of productive,
effective, and fair supervision created a very negative work environment and
placed a great deal of stress on lower-ranking employees; however, all trainers
were forced to wield the same stress and did not unleash expletives at the
residents. Her actions were her own, but
she did try and present herself in a less negative light by explaining that the
stressors in the workplace were too much.
This was an effort to support an image of herself as being a basically
good person in an impossible situation.
She did not want to be viewed as an abuser, nor did she want to
internalize that image of herself. Her
face-saving efforts, and her lack of a record, may have prevented her from
being fired altogether.
Conclusion
When dealing with
disciplinary actions, power and authority must be made explicit through the
organization’s policies; the procedures for progressive discipline in
accordance to specific offenses should also be provided to employees. These efforts minimize the occurrence of the
arbitrary application of disciplinary actions by avoiding the need to establish
power through the enfoldment of the conflict, which almost always involves face-saving
efforts. Face-saving efforts often
confuse the original issue and prevent or postpone any resolution that could
have been readily reached with clear policies and guidelines. Policies and progressive disciplinary
procedures clearly direct the course of actions taken to best resolve conflicts
generated due to employee misconduct and should be available to all
organizational members.
*This
happened about 18 years ago when I worked at a state school.
Source
Folger, J.P., Marshall, S.P.,
& Stutman, R.K. (2009).
Working Through Conflict:
Strategies for Relationships, Groups, and Organizations. Boston, Massachussetts: Pearson Education,
Inc.
Friday, April 20, 2012
Tuesday, April 17, 2012
Bake Sale!
Pamela Lopez, IABC Raider Chapter Events Coordinator, at the Bake Sale |
The IABC
Raider Chapter had its first fundraising event: a bake sale! We sold a variety of sweets, including banana
bread, cookies, rice crispy treats, and cupcakes. Several customers had never heard of the IABC
and were curious about us and our mission.
It struck me that our fundraising efforts can also be effective outreach
opportunities; we provided brochures and newsletters as a way of “spreadin’ the
word.”
Our grand
total earned at the bake sale is…..drum roll, please….$84.50! More baked goods will be sold today in a
variety of classrooms. These funds
support our one free membership incentive program and IABC T-shirts to be
awarded to lucky winners at guest speaker events!
Thanks to
all who contributed to the bake sale! We
appreciate your generous donation of time and resources!
Friday, April 13, 2012
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