Paper on Disciplinary Measures to Deal with Employee Misconduct at Acme Co.

In any organizational setting, there ought to be a properly defined system that guides the manner in which duties are carried out. Every person must know their range of responsibilities and the consequences for failing to accomplish their set tasks. Employee misconduct must not be tolerated and any grievances should be reported to the human resource department. As such, it is important for the organization to have a code of conduct that will serve as a guiding light for the right way for employees to behave in the workplace environment. This will be an important starting point for resolving the crisis currently being experience at the workplace.

I believe that this evaluation should begin by assessing the range of responsibilities with which every shift is tasked. Doing so would be helpful in determining whether the grievances raised by first shift employees are justified. It would also determine if responsibilities are shared equitably and whether there are equal numbers of employees across the three shifts. Determining if duties are shared equitably will help the HR department to distinguish whether third shift employees are overwhelmed by work, thus leaving some work undone. Determining if employees are equally distributed will further help HR department to understand if there is sufficient manpower for each shift. With this information, HR will be well placed to make an informed decision on the right procedures to take to ensure that the source of the crisis is identified and the right measures for addressing it is identified.

A multi-level disciplinary process will be necessary for Acme Manufacturing Company. The first level will be a written warning, which will serve to caution the employee about their behavior with details on the right steps to take to rectify it. This step will be taken to deal with commonly occurring cases of misconduct and issues with relatively low severity (Johnson, 2015). The second level will be an unpaid suspension, during which the employee will be required to go home until a specified duration of time elapses. The days during which the employee will be suspended will be counted against paydays. The third and final level will be termination. This level will be reserved for employees who show no promise of improvement and who bring a toxic element to the workplace (Johnson, 2015). While using a multi-level disciplinary process is not meant to keep employees in fear, the lack of such an approach has been responsible for the escalation of disciplinary issues at the company. Moreover, it is hoped that the company will not resort into dismissing a large number of employees but that the threat of termination will help to avert cases of indiscipline and disruptive behavior at the company.

Before deciding upon the disciplinary action to be taken on the persons involved in this scenario, it will be necessary to lay out a set of procedures that one should take in the event that they would want to report other employees’ misbehavior. Even so, employees would be expected to act as responsible adults who are capable of thinking critically before taking an extreme course of action. For this reason, disciplinary action will be taken upon all employees involved in this scenario.

The first group that will be subjected to punishment constitutes of third shift employees. Even if HR determines that employees had justifiable reasons for leaving work unattended and leaving the place in a mess, the employees who failed to accomplish their duties will be issued warnings as they ought to have reported any shortcomings that led them to leave work undone and to fail to clean up. However, if it is determined that the employees had no reason to leave work unattended, those responsible for inciting others against finishing work will be issued suspensions for durations that HR will deem right and in line with the severity of the wrongdoing. First shift employees will also be subjected to disciplinary action for taking issue with other employees, rather than reporting the issue to the human resource department. Those responsible for initiating the jeering and incitement against third shift employees will be suspended for a predetermined duration. Finally, HR will determine which among those employees involved in altercations and violent behaviors deserve to be terminated and those that will be suspended for a lengthy duration. This measure is justified on the grounds that Acme Manufacturing Company does not tolerate violence.

One reason why I would draft policies and procedures associated with disciplinary actions for the workplace is that employees need to understand the consequences for failing to show professionalism in the way they conduct themselves and in the way they handle issues at the workplace (Ferguson, 2019). It is the failure to acknowledge the essence of being professional that has led them to resort to altercations. Bearing in mind that there has not been a punitive approach for dealing with unruly behavior, employees have been acting without fear of consequence. Policies and procedures for disciplinary actions are essential for ensuring that employees act in accordance with the company’s code of conduct.

The second reason why I would draft these policies and procedures associated disciplinary action is that the company needs to comply with the law on the safety of workplace. All employees must feel safe to work at Acme Manufacturing Company and without the fear of being physically attacked by their co-workers. Violence constitutes of violation of the law and anyone who engages in violent conduct not only risks losing his position at the company but also being sued by the company for endangering other employees (De Stefano, 2015). With the said policies and procedures associated with disciplinary action in place, it would be unlikely for the company to be sued for failing to uphold the welfare of its employees.

Upon laying out the policies and procedures that pertain to disciplinary measures for employees, it is necessary to equip all employees with relevant information on the new changes. Such information would include: the essence of having a code of conduct at the workplace, the constituents of the code of conduct, and details of the multilevel disciplinary process that will be used to deal with misconduct at the company going forward.  Training procedures will include one-on-one training to familiarize all employees with basic concepts of the new policies and online-based training. The latter will help employees to grasp concepts at their own pace and convenience (Sung & Choi, 2014). It will also make it possible for employees to have a point of reference if they need any clarification on the laid out policies and procedures.




De Stefano, V. (2015). The rise of the just-in-time workforce: On-demand work, crowdwork, and            labor protection in the gig-economy. Comp. Lab. L. & Pol’y J.37, 471.

Ferguson, E. (2019). The Code of Professional Conduct. The Veterinary Record184(22), 682.

Johnson, S. L. (2015). Workplace bullying prevention: a critical discourse analysis. Journal of     advanced nursing71(10), 2384-2392.

Sung, S. Y., & Choi, J. N. (2014). Do organizations spend wisely on employees? Effects of          training and development investments on learning and innovation in       organizations. Journal of organizational behavior35(3), 393-412.