with examples please describe the progressive discipline process.

employment relationship.-) If an employer is considering making an hllegation ed at all times. -know tual approach, looking at not only the alleged behaviour, but the entirety of the Progressive Discipline A system of progressive penalties is the second foundation of effective discipline. Penalties may range from verbal warnings, to written warnings, to sus- pension (paid or unpaid) from the job, and finally to dismissal. The severity of the penalty is usually a func- tion of the type of offence and the number of times the offence has occurred. For example, most compa- nies issue warnings for the first instance of unexcused lateness. However, for chronic lateness, dismissal is the more usual disciplinary action. Finally, there should be an appeals process as part of the disciplinary process; this helps to ensure proce- en warnings are examples of penalties used gress discipline process dural fairness. Dismissal for Just Cause tary termination of Dismissal is the most drastic disciplinary step that can be taken toward an mployment employee and one that must be handled with deliberate care. While dismiss- als damage the goodwill of a company as well as sever the employment rela- tionship, there are undoubtedly times when dismissal is required, and in these instances it should be carried out forthrightly.20 For cases in which an employee has been dismissed for just cause, it is considered an employer-initiated termina- tion based on an employee's poor behaviour, therefore no severance, reasonable notice periods, or additional payments beyond what the employee has already earned are owed (for example, earned vacation time that is unused must be paid out). In cases of dismissal for just cause, the onus of proof lies on management to prove that performance in the past was below acceptable levels and that the organization provided feedback and allowed for opportunities to correct behav- iours that led to poor performance (performance management was highlighted in Chapter 7). In Canada, research finds that the group of employees who lose their jobs due to dismissal are no different in terms of age, gender, education, occupation, and industry than those who remain employed (no turnover). "1 There is no clear definition of what behaviour constitutes "just cause" for dismissal.22 Any allegation of just cause must be considered using a contes cause ated termina- employee's poor situations, Sonable notice tal payments mployee has ned. Sh INSIGHT