Case Study:
The Forklift
Fiasco
There are three forklift truck operators in the warehouse. Two of them are young
employees who have both been warned twice {the second warning in writing)
about careless operation of the trucks. Last week one of them {Jack) made a fast
turn
and spilled a shipment. The dropped cartons had to be opened and inspected
and a number of damaged items sent back for repair.
The supervisor said it was inexcusable carelessness and gave him a three-day
layoff.
She warned all truck operators that any damage with trucks would be
punished by layoff from here on.
Today Ray Harrison, the third truck operator, ran into a door frame overhead
and spilled the entire load he was carrying. He had simply failed to lower the
truck. He is a valued employee and has never had an accident or any
disciplinary record in all his years on the job. He is a friend and neighbor of the
supervisor, and they ride to work together. Everyone is watching to see what
the supervisor is going to do.
Objective:
This case examines the value and need for leadership actions in disciplining
employees who do not adhere to organizational performance standards and objectives.
Summary:
Discipline is a major factor for leaders to practice in order to maintain standards
necessary for quality production of products and delivery of services. It is critical for
leaders to boost morale, provide a positive work environment, make sure everyone
has appropriate training, etc., but they must also maintain the standards of employee
behavior to enforce discipline policies and procedures. Effective discipline policies
and practices must be enforced to keep order among the workforce and limit or
eliminate product and customer service damage. Maintaining and enforcing
discipline is an integral part of a leader’s function.
Discussion Questions:
l. If a supervisor makes a threat, is it necessary to carry it out?
The Forklift
Fiasco
2.
Have you ever been punished for a mistake on the job? Was the
action fair? Explain.
2.
Discuss the issues and challenges of women leading men, especially
in work settings traditionally dominated by men.
Teaching Points:
✓ Remind the students to use the Fair, Equitable, and Dignity (F.E.D.)
Principle when disciplining their employees.
✓ Discuss the value of leaders knowing and practicing effective Behavior
Modification (B.M.) when attempting to change inappropriate employee
behavior, p. 482.
✓ Upon being appointed to a leadership position, your students should
immediately review the performance standards and consequences for non–
compliance with the entire team and ask if any policy needs interpretation or
possible changes.
✓ Leaders should see themselves as Coaches, Mentors, and Teachers as they
assist any team member who needs a developmental behavior modification
plan for personal improvement.
✓ Remind your students that employee “perception” of their leader actions can
become “reality” in the eyes of their team members.
✓ An effective performance development plan for an employee involves; 1)
setting realistic performance goals, 2) giving performance feedback (as soon
as is feasible), and 3) providing continuous reinforcement of appropriate
behaviors, p. 482.
✓ Discuss the three components of discipline considerations; 1) permissiveness
– employees can be untrained, unorganized, and/or unproductive as they act
irresponsibly; 2) rigidity – employees can fear for their jobs in a restrictive
environment; and 3) inconsistency – employees witness the leader not
uniformly applying the rules of misbehavior leading to possible resentment
and poor performance, pp. 483 – 484.
✓ Leaders should practice “caring” leadership, where they care about the work
and the people, p. 484.
✓ Introduce the class to the concept of “Organizational Justice” consisting of;
1) interaction – where people are treated with respect, 2) distribution – where
people are rewarded and disciplined fairly, and 3) procedures – where
employees are disciplined reasonably, timely, and consistently, p. 484.
The Forklift
Fiasco
Related AOL 6 Text Information to Support Your Class Discussion:
• Identify and discuss the Principles of Effective Discipline and
Organizational Justice;
o Establish just and reasonable rules based on the organization’s
core values – use the principle of “caring confrontation”,
o Communicate the rules to all employees,
o Provide corrective action as soon as feasible,
o Create a system of “progressive corrective measures” for the
violation of rules,
o Provide an appeal process for corrective action,
o Preserve the employee’s dignity by taking corrective action in a
private setting, pp. 484 – 485.
• Identify the procedural steps for a discipline meeting with an employee; 1)
do not charge a rule violation without knowing the facts, 2) obtain
agreement from the employee that a problem exists, 3) avoid becoming
negatively emotional, 4) remember the “purpose” of your corrective
action, 5) avoid double standards by applying the policies fairly, 6) enforce
the rules consistently and firmly, and 7) use the following four-step
problem solving method, pp. 485 – 486.
• Figure 19 – 5 provides an excellent Four-Step Problem-Solving Process for
dealing with your employee Performance Problems, p. 486.
1. Obtain agreement that a problem exists;
2. Mutually discuss alternative solutions;
3. Mutually agree on action to be taken to solve the problem;
4. Follow up to evaluate results and provide encouragement.