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 if it is felt that such action is necessary.
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. 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 for full text see pages 16‐17
CORRECTIVE ACTION AND DISCIPLINE. A Should a contracted bus driver's work habits, overall attitude, adherence to rules, conduct, or demeanor become unsatisfactory during the course of his/her employment, his/her supervisor will first attempt corrective action assist such bus driver in identifying and remediating those behavioral and/or performance problems. Corrective action can include retraining prior to 8-2-B of this agreement.
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. 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.
1. It is the program’s responsibility to inform a Resident/Fellow in a timely manner if their performance is substandard and to make clear (verbally and in writing) what specific aspects of the Resident/Fellow’s performance need improvement. Early and timely feedback should occur in an attempt to address issues as soon as possible and to provide the Resident/Fellow the opportunity to remedy the same.
2. Any complaint against a Resident/Fellow should be directed to that individual’s program director. On the basis of such a complaint, or on their own initiative, the Program Director in conjunction with the program’s Clinical Competency Committee (“CCC”), after whatever investigation and consultation is deemed appropriate, shall determine whether the Resident’s/Fellow’s behavior warrants corrective action or disciplinary action, as defined below. Evidence of behavior meriting corrective action or disciplinary action includes, but is not limited to: failure to meet standards of performance or rules established by ACGME and the particular training program; frequent unexcused absenteeism from clinical or didactic responsibilities, unprofessional behavior toward colleagues, patients, patients’ family, or staff; drug, alcohol or other substance abuse; criminal activity; violation of UMass Chan’s rules, regulations, bylaws, or personnel policies applicable to Residents/Fellows, conduct which negatively affects the UMass Chan Medical School or any of the academic affiliates, or any of the activities constituting unprofessional conduct under the Medical Practice Act of the Commonwealth of Massachusetts.
3. Any action taken against a Resident/Fellow must be based on an independent investigation by the Program Director, in conjunction with the program’s CCC, which results in a reasonable belief supported by clear and convincing evidence in the judgment of the Program Director and the CCC that a complaint against a Resident/Fellow has merit.
4. Two types of action can be taken against Residents/Fellows: Corrective Action and Disciplinary Action. Disciplinary action has different procedures, depending on the discipline. The procedures applicable to Corrective Actions and Discipline are described below.
