As interViews we probably would feel some compulsion to dwell

Typically the action will come as no surprise to the interviewee; he will have been warned Qefore, perhaps in similar disciplinary interviews. As interViews we probably would feel some compulsion to dwell upon any positive characteristics of the employee we can conjure up in an effort to make him feel better. Such efforts usually are wasted; all he wants is to get the information he needs and get out. We therefore should be prepared to explain the organization's termination procedures with regard to such matters as insurance plans and retirement benefIts. The employee may ask whether the company will references for him to aid in securing a new job. We should provide an honest answer, telling what we think can be said on his behalf. Situations such as these are unpleasant for both parties and should not be unnecessarily prolonged.

Closing. If the employee has not been fired, clear indication should be given at the end of the interview concerning her situation. If some action is to be taken, such as suspension, demotion, or a pay cut, she should be told about it. Moreover, if the employee has courses of action available to her, such as implementing an apal's procedure, that too should be described. Most important, it should be made clear to the employee what changes are expected in her behaviour and, perhaps, what consequences will follow should those changes not be made. The ultimate goal of the disciplinary interview is not to discipline but to produce behavioural improvements. Those improvements occur only when the worker knows exactly what she is expected to do.

Although disciplinary interviews usually occur in emotionally changed situations, emotions must be kept out of the interview as much as possible. If you are upset or angry, wait until some later time before speaking with the employee. When the interview takes place,' suspend judgmnt and be willing to listen carefully to what she has to say-it may change your entire perception of the situation. Take a flexible approach to each interview; while organizational rules may seem clear, specific situations may dictate different sorts of enforcement. Finally, deal with the employee only on the job level-do not attack her as a person. Becoming personal in your criticism can only engender hostility and will do little to change a worker's behaviour.