Managerial Misconduct
273
#59 Managerial Misconduct
Supervisor berates subordinates publicly and engages in “public shaming” sessions.
PERFORMANCE CORRECTION NOTICE
Employee Name: Heidi Johnson Department: Research & Development
Date Presented: April 10, 2010 Supervisor: David Goliath
Disciplinary Level
Verbal Correction—(To memorialize the conversation.)
Written Warning—(State nature of offense, method of correction, and action to
be taken if offense is repeated.)
Investigatory Leave—(Include length of time and nature of review.)
Final Written Warning
Without decision-making leave
With decision-making leave (Attach memo of instructions.)
With unpaid suspension
Subject: Managerial misconduct
Policy/Procedure Violation
Performance Transgression
Behavior/Conduct Infraction
Absenteeism/Tardiness
Prior Notifications
Level of Discipline Date Subject
Verbal ___________ __________________________________________
Written ___________ __________________________________________
Final Written ___________ __________________________________________
274
Behavior and Conduct Infractions
Incident Description and Supporting Details: Include the following information: Time,
Place, Date of Occurrence, and Persons Present as well as Organizational Impact.
Heidi,
You are being issued this final written warning for inappropriate workplace conduct as a
manager within our company, in violation of XYZ Corporation’s standards of business con-
duct. Specifically, you have engaged in the inappropriate treatment of your subordinates, in-
cluding public chastisement, the use of profanity, and inappropriate and derogatory
comments of a personal nature.
The results of a recent investigation reveal that you have chastised your subordinates in
front of their peers and other members of management. Specifically, on April 9, you shouted
at Walter Haas at your staff meeting and called him an “ass” and a “stupid idiot.” You said
this in front of Laura Jones, director of R&D, who was visiting from our corporate office in
Chicago that day. You then continued with your public diatribe stating: “Why did I hire you?
For the amount of energy and insight you’re giving to this job, I might as well outsource
your whole team to India.” When Walter tried to respond to your assertion, you then contin-
ued to shout in a loud voice that could be heard outside the conference room: “No! No! No!
This is exactly what I’m talking about—you’re worthless!”
This type of behavior clearly has a negative impact on employee morale and is both
intimidating and disruptive to the creation of a positive and supportive work environment.
Such “public shaming sessions” strip people of their dignity and humiliate them in front of
their peers. As such, your behavior and conduct clearly violate company standards and
expectations. Because of the extreme nature of your actions and your lack of discretion, you
are being issued this final written warning, even though this is the first occurrence that has
been formally brought to our attention.
Performance Improvement Plan
1. Measurable/Tangible Improvement Goals: Heidi, I expect that you will never again
engage in behavior that could be construed as humiliating, derogatory, or attacking. I
expect that you will treat all coworkers—whether management or staff—with respect and
dignity at all times. I also expect that you will discuss concerns with your employees in
private—where they belong—and avoid creating any public perception that you are
dissatisfied with anyone’s performance on your staff.
2. Training or Special Direction to Be Provided: You’ve stated that your staff members
don’t always respect you and deserve to be “put in their place.” First, understand that people
will respond in kind: If you give respect, you can expect to receive respect. No outbursts
or acts of humiliation on your part will beget respect from your subordinates—only
dissatisfaction and resentment. That being said, if any of your subordinates conduct
themselves in an inappropriate manner, you are to come to Human Resources for assistance
and use the tools and guidance that HR provides to handle the matter appropriately.
In addition, if you would like to pursue additional coursework and instruction on
leadership, management, and supervision, please work with HR to identify one or more
courses that will provide you with the tools and skills you’ll need to manage your team

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