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Unethical workers get away with bad behaviour

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HC Online | 13 Nov 2012, 12:00 AM Agree 0
Almost half of workers believe badly behaved colleagues aren’t punished, and are even promoted for their actions – how can you change this perception?
  • Meip | 13 Nov 2012, 02:27 PM Agree 0
    Interesting, In my public service agency poor performance and behaviour has been rewarded on numerous occassions with massive redundancy pay outs. This leaves high performing staff with a bitter taste in their mouths. All too often managers are expected to performance manage when they do not have the skill set or the inclination. Poor performance and behaviour is on both sides of the equation.
  • Bernie Althofer | 14 Nov 2012, 11:32 AM Agree 0
    Performance management processes, appraisals, discussions and the implementation and application thereof continues to be a topical issue.

    Recent decisions show the importance of compliance with organisational policies in areas such as performance management and related policies such as security, social media etc.

    In some cases, there may be significant gaps between the process that is required to be followed and the process that is implemented. When this occurs, individuals can develop perceptions and practices based on what they is 'permissible' in the workplace.

    Providing people at all levels with a detailed knowledge of the performance management systems and processes is critical.

    Those involved need to have a detailed knowledge of how the process works, how the organisation collects and manages data collected through the process, and importantly, the legal implications of non-compliance or non-conformance.

    It seems that when communication is reduced in the equation, and workplace practices 'encourage' the taking of short cuts, then it is possible for various allegations to be made resulting in costly litigation.

    It is also important to provide interactive or face to face training for all those involved so they can test their understanding. Interactive training also allows individuals to practice role plays, respond to quizzes, and to engage with those around to clarify personal understanding.

    Unfortunately, when people are not provided with practical examples and practice on how to manage and respond to the complexities of workplace relations issues, including psychological issues, then the system may flounder with devastating results.
  • Harriet Stacey | 14 Nov 2012, 10:08 PM Agree 0
    I'm in favour of advertising internally the outcomes of disciplinary investigations - this view will go against accepted practice of keeping these things private but I firmly believe that the only way to influence other staff about what is wrong and what is OK is to publicise the consequences.
  • Bernie Althofer | 15 Nov 2012, 11:10 AM Agree 0
    Confidentiality issues seem to limit the amount of information that can be used to promote an action, reaction and consequence model.

    Promoting the outcomes of investigations is possible if identifying features of the parties is removed. For example, it should be possible to word it along the following lines - a male/female worker made an allegation that a manager/coworker (as the case may be) did (nominate the alleged behaviours). The matter was investigated using internal/external investigators. The allegations were found to be substantiated. The following penalties were imposed (nominate them) (and it could include training).

    The general communication should be reinforced by the CEO along the lines that staff will be supported when they make allegations, all allegations will be investigated, and that any form of counterproductive behaviours will not be tolerated.

    Unfortunately, confidentiality may result in a range of rumours circulating about what did or did not happen, and this may impact on whether or not reporting allegations or incidents will be treated seriously.
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