Common use of Other Disciplinary Actions Clause in Contracts

Other Disciplinary Actions. After an employee has been suspended, if there is a continuation or recurrence of the problem that caused the suspension, the employee may be subject to more serious discipline. The same procedure regarding documentation and rebuttal must be followed, as in the case of a written warning or suspension. Examples are: a) Reduction in Classification/Demotion - This involves the individual reducing in classification from the position currently held to one in a lower pay grade or one of lesser responsibility. This step would be used when the difficulties the employee is experiencing appear to stem from the level of duties and/or responsibilities of the position currently held. The affected employee’s pay will be reduced accordingly. b) Reduction in Salary Step - When it can clearly be shown that a monetary punishment other than a suspension is appropriate, the employee's salary step may be reduced by one step, for a maximum of twenty-six (26) pay periods.

Other Disciplinary Actions. After an employee has been suspended, if there is a continuation or recurrence reoccurrence of the problem that caused the suspension, the employee may be subject to more serious discipline. The same procedure regarding documentation and rebuttal must be followed, as in the case of a written warning reprimand or suspension. Examples are: a) a. Reduction in Classification/Demotion Classification - This involves the individual reducing in classification from the position currently held to one in a lower pay grade or one of lesser responsibility. This step would should be used when the difficulties the employee is experiencing appear to stem from the level of duties and/or responsibilities of the position currently held. The affected employee’s pay will be reduced accordingly. b) b. Reduction in Salary Step - When it can clearly be shown that a monetary punishment other than a suspension is appropriate, the employee's ’s salary step may be reduced by one stepstep for, for a maximum of twenty-six thirteen (2613) pay periods, or withheld.

Other Disciplinary Actions. After an employee has been suspended, if there is a continuation or recurrence of the problem that caused the suspension, the employee may be subject to more serious discipline. The same procedure regarding documentation and rebuttal must be followed, as in the case of a written warning reprimand or suspension. Examples are: a) a. Reduction in Classification/Demotion Classification - This involves the individual reducing in classification from the position currently held to one in a lower pay grade or one of lesser responsibility. This step would be used when the difficulties the employee is experiencing appear to stem from the level of duties and/or responsibilities of the position currently held. The affected employee’s pay will be reduced accordingly. b) b. Reduction in Salary Step - When it can clearly be shown that a monetary punishment other than a suspension is appropriate, the employee's salary step may be reduced by one step, for a maximum of twenty-twenty six (26) pay periods.

Other Disciplinary Actions. After an employee has been suspended, if there is a continuation or recurrence of the problem that caused the suspension, the employee may be subject to more serious discipline. The same procedure regarding documentation and rebuttal must be followed, as in the case of a written warning or suspension. Examples are: a) Reduction in Classification/Demotion - Demotion-This involves the individual reducing in classification from the position currently held to one in a lower pay grade or one of lesser responsibility. This step would be used when the difficulties the employee is experiencing appear to stem from the level of duties and/or responsibilities of the position currently held. The affected employee’s pay will be reduced accordingly. b) Reduction in Salary Step - Step-When it can clearly be shown that a monetary punishment other than a suspension is appropriate, the employee's salary step may be reduced by one step, for a maximum of twenty-six (26) pay periods.

Other Disciplinary Actions. After an employee has been suspended, if there is a continuation or recurrence of the problem that caused the suspension, the employee may be subject to more serious discipline. The same procedure regarding documentation and rebuttal must be followed, as in the case of a written warning or suspension. Examples are: a) Reduction in Classification/Demotion - This involves the individual reducing in classification from the position currently held to one in a lower pay grade or one of lesser responsibility. This step would be used when the difficulties the employee is experiencing appear to stem from the level of duties and/or responsibilities of the position currently held. The affected employee’s 's pay will be reduced accordingly. b) Reduction in Salary Step - When it can clearly be shown that a monetary punishment other than a suspension is appropriate, the employee's salary step may be reduced by one step, for a maximum of twenty-six (26) pay periods.

Other Disciplinary Actions. After an employee has been suspended, if there is a continuation or recurrence of the problem that caused the suspension, the employee may be subject to more serious discipline. The same procedure regarding documentation and rebuttal must be followed, as in the case of a written warning reprimand or suspension. Examples are: a) Reduction in Classification/Demotion Classification - This involves the individual reducing in classification from the position currently held to one in a lower pay grade or one of lesser responsibility. This step would be used when the difficulties the employee is experiencing appear to stem from the level of duties and/or responsibilities of the position currently held. The affected employee’s pay will be reduced accordingly. b) Reduction in Salary Step - When it can clearly be shown that a monetary punishment other than a suspension is appropriate, the employee's salary step may be reduced by one step, for a maximum of twenty-twenty six (26) pay periods.