CORRECTIVE ACTION AND DISCIPLINE Sample Clauses
The 'Corrective Action and Discipline' clause outlines the procedures and measures an organization may take when an employee violates company policies or fails to meet performance standards. Typically, this clause describes a progressive discipline process, which may include verbal warnings, written warnings, suspension, and ultimately termination, depending on the severity and frequency of the misconduct. Its core function is to provide a clear, fair framework for addressing employee issues, ensuring both accountability and consistency in handling workplace problems.
POPULAR SAMPLE Copied 2 times
CORRECTIVE ACTION AND DISCIPLINE. CES has the option to take disciplinary action against any employee which may include verbal or written reprimand(s) and/or suspension with or without pay, and termination or discharge. As part of an alternative disciplinary action, CES may establish a written growth plan for the employee. Such a plan is intended to clearly define the areas in which the employee’s performance is deficient, and the corrective measures the employee must take. Additionally, the growth plan will establish a timeline and/or deadline during which the employee’s progress is assessed. Failure to comply with the conditions of the growth plan may result in termination of employment. These alternatives to termination are options that belong solely to CES and employee has no right to expect that any of these options might be exercised by CES. Nothing herein affects an employee’s employment status as “At-Will”, if applicable.
CORRECTIVE ACTION AND DISCIPLINE. 11 11.1 Corrective Action Procedures - Teach, Lead and Coach
12 A. Teach Lead and Coach (TLC) is meant to address violations of rules of minor 13 significance or unsatisfactory work performance that can normally be corrected through counseling 14 or training. TLC is non-disciplinary, but if the employee’s performance or behavior does not 15 improve, TLC documentation can be used toward discipline.
16 B. In order to accomplish the goals set forth in the preamble, shop stewards, 17 supervisors and managers developed a TLC Handbook which shall be an appendix to this Agreement. 18 The LMC shall review this Handbook at least once during the life of this Agreement.
19 C. While the desired corrective action approach is, TLC, the procedure does not 20 preclude moving directly to discipline depending on the severity of the situation.
CORRECTIVE ACTION AND DISCIPLINE. The University will take corrective action or discipline to respond to the nature and severity of the offense, and the employee's prior record. The University will not be precluded from discharging an employee or administering other substantial forms of discipline despite the absence of any prior disciplinary record when warranted by the nature and/or severity of the offense. When taking corrective action or disciplinary action, the University will make a reasonable effort to protect the privacy of the employee.
CORRECTIVE ACTION AND DISCIPLINE. If the county determines that workplace violence has occurred or may occur, appropriate corrective action will be taken and appropriate discipline will be imposed on any offending employees. The discipline taken will depend on the particular facts involved but may include verbal or written warnings, suspension, or termination. In addition, the county may send an employee for a fit-for-duty evaluation at any time it is felt that such action is necessary.
CORRECTIVE ACTION AND DISCIPLINE. Corrective measures and disciplinary action will normally be administered progressively. Progressive discipline may be waived for serious misconduct.
CORRECTIVE ACTION AND DISCIPLINE. 21.1 Just Cause No Ambassador who has satisfactorily completed their introductory period may be disciplined without just cause.
21.2 Coaching and/or Counseling The Authority endeavors to follow progressive discipline. In certain circumstances, however, the Authority may coach and/or counsel an Ambassador for the purpose of addressing performance and/or conduct issues at the earliest possible opportunity to maximize opportunities for improvement. Coaching and/or counseling are not considered discipline and are not subject to the provisions of Article 20.
CORRECTIVE ACTION AND DISCIPLINE for full text see pages 16‐17
CORRECTIVE ACTION AND DISCIPLINE. If an investigation reveals that the complaint is founded, appropriate and expedient corrective action reasonably calculated to end the harassment will be taken. Depending on the severity of the harassment, appropriate corrective action will be taken, up to and including termination. Corrective action may include informal counseling, written reprimands, mandatory formal counseling, continued monitoring of the offender’s behavior, unpaid suspension, denial of pay increases, demotion or termination of employment or assignment. If the complainant has requested and received anonymity during the investigation, no corrective action beyond informal counseling shall be taken. All corrective actions taken will be periodically reviewed to assess their effectiveness. A complaining party who knowingly makes a false allegation of sexual harassment will be subject to appropriate discipline, including any of the corrective actions set forth in the preceding paragraph up to and including termination.
CORRECTIVE ACTION AND DISCIPLINE. The Union recognizes the University's obligation to maintain a safe, orderly, and productive workforce, and its special obligations to its students and the University community for maintaining an appropriate working and living environment. It is agreed that there will be certain situations and circumstances which the University must address by the application of corrective and/or disciplinary action. The parties further agree that not all situations and circumstances are the same. Therefore, the University agrees to follow the principles of just cause, when taking corrective and/or disciplinary action, and will make a general distinction between "minor" and "major" offenses when considering what action to take. In general, the University will follow the principle of progressive discipline in administering action/discipline to employees; however, the University reserves the right to determine when the serious nature of an employee's offense requires that the University take accelerated disciplinary action. The University will not discharge or suspend a non-probationary employee without just cause. Just cause shall be used in all forms of progressive corrective action and/or discipline. Supervisors shall be expected to have just cause when giving corrective action and/or discipline to a bargaining unit employee. Examples (list is not inclusive) of minor offenses best addressed by progressive corrective action and/or discipline include: • poor performance • chronic absenteeism • disregard for instructions and/or work procedures • absence from an assigned work area without sufficient reason • extended break or meal periods that constitute an absence from the employee's assigned work area • late arrivals and/or early quits • minor insubordination • minor negligent damage to University equipment and/or property • and other similar types of offenses. Examples (list is not inclusive) of major offenses best addressed by accelerated discipline or termination of employment include: • cases of the use, sale, or possession of controlled substances on the job • arriving for work intoxicated or otherwise impaired by substance abuse or ingestion • theft • fraud • verbal and/or physical threat to another person • serious and/or chronic disregard for safety policies, instructions and/or work procedures • ethnic intimidation • major intentional damage to University equipment and/or property • sleeping on the job • gross insubordination, • or similar serious offenses.
CORRECTIVE ACTION AND DISCIPLINE. 46
10.1 CORRECTIVE ACTION AND DISCIPLINE 46 10.2 INVESTIGATIONS 47
10.3 OFFICIAL UNION REPRESENTATION 48 10.4 PROBATIONARY EMPLOYEES 49 10.5 INFORMAL ACTION 49