ABSENTEEISM AND TARDINESS
An employee, who misses work, even part of a day, is expensive for an employer. The company frequently must pay for those unproductive hours—for example, by providing sick pay to an employee who calls in sick. In addition, the other employees may be less productive when they have to cover for someone who is absent or tardy. A recent survey found that absenteeism cost employers an average of $645 per employee in 2003. The company provides sick days for good reasons: to allow employees to rest and recover and to prevent them from infecting the rest of the workforce. Recent research indicates that absenteeism is associated with physical health stressors, including being diagnosed with a heart condition, being diagnosed with a chronic condition, and being hospitalized. It is important to note that psychological health stressors (e.g., depression, anxiety) were not significantly associated with absenteeism. Rather, employees seeking mental health treatment for psychological health stressors were more likely to show up for work even when a sickness absence was justified. In other words, employees seeking mental health treatment were more likely to work under suboptimal conditions. Whatever the cause of absenteeism, problems arise when absences are unexcused or recur with suspicious regularity. In addition, missing work is often a sign of a deeper problem, such as a family, anger about something at work, or plans to leave the organization. People have to realize that when you are on job you are not allowed to what you want to do and not get punished for it.
ALCOHOL AND DRUG ABUSE IN THE WORKPLACE
The abuse of alcohol and drugs by workers is costly in several ways. According to the National Institute on Drug Abuse, employees who use drugs are three times as likely to be tardy and more than three times as likely to be involved in an accident at work. Absences and medical costs also are much greater among drug abusers. And employees who abuse alcohol and drugs are far less productive than their co-workers who stay sober.
EMPLOYEE THEFT
A variety of statistics indicate that stealing by employees is a huge problem. Although stores have to keep an eye out for shoplifters, for example, a national study found that almost 47 percent of losses were caused by employees. A survey of two dozen large Retailers found more than 3 percent of their employees had been caught stealing. And a survey by PricewaterhouseCoopers found that companies lost $2.4 million to fraud in a recent year, with employees responsible for the majority of that loss.
EMPLOYEE DISCIPLINE
The specific ways in which a supervisor applies these steps may be dictated by company policies or the union contract, if any. Thus, a supervisor must be familiar with all applicable policies and rules. These should include respecting the rights of employees in the discipline process. Employees’ rights include the following:
• The right to know job expectations and the consequences of not fulfilling those expectations.
• The right to receive consistent and predictable management action in response to violations of the rules.
• The right to receive fair discipline based on facts.
• The right to question management’s statement of the facts and to present a defense.
• The right to receive progressive discipline (described in the next section).
• The right to appeal a disciplinary Effective Discipline
Misconduct can be classified according to specific behaviors, for instance:
• effort (e.g., working at a reduced speed, poor quality, tardiness, sleeping on the job, wasting time);
• co-worker relations (e.g., fighting on the job, lack of cooperation);
• subordinate-supervisor relations (e.g., insubordination, lack of follow-through);
• supervisor-subordinate relations (e.g., favoritism, withholding of key information, mistreatment, abuse of power);
• handling of tools or company property (e.g., misuse of tools, neglect);
• harassment or workplace violence (e.g., verbal or physical abuse, threats, bullying);
• dishonesty; and
• Safety and other practices (e.g., not wearing safety equipment, horseplay, carrying weapons on the job, working under the influence of alcohol or drugs).

Warning
A warning may be either written or oral. Some organizations have a policy that calls for an oral warning followed by a written warning if performance does not improve. Both types of warning are designed to make sure that the employee understands the problem. A warning should contain the following information:
• What the problem behavior is.
• How the behavior affects the organization.
• How and when the employee’s behavior is expected to change.
• What actions will be taken if the employee’s behavior does not change?
The policies that are missing from this company would be theft. I never read or research anything about taking things that didn’t belong to you from the company. If you take anything from the company without permission that is stealing and you could lose your job.
EMPLOYEE ASSISTANCE PROGRAM
Most organizations have developed procedures for providing help to troubled employees. When a supervisor believes that problems are occurring because an employee is troubled, the organization’s procedures need to be investigated. In most cases, the place to start is with the human resources department. The type of treatment program tends to depend on the size of the organization. Many small organizations refer troubled employees to a counseling service .Another policy is simply to tell the employee to get help or lose the job. A supervisor should be careful in pursuing the latter approach. If possible, the ultimate objective should be the employee’s rehabilitation, not dismissal. Not only is rehabilitation more compassionate, but it also tends to be less costly than hiring and training a new employee, and it is less likely to violate laws prohibiting employment discrimination.
An EAP is a company-based program for providing counseling and related help to employees whose personal problems affect their performance. It may be simply a referral service, or it may be fully staffed with social workers, psychologists, nurses, career counselors, financial advisers, and other professionals. These programs are voluntary (employees do not have to participate unless they want to) and confidential (participation is a private matter).
Formal disciplines are needed to protect the company because it will keep the company together. If you don’t discipline the employees you want have a business because they will be getting away with everything, No one wants to come in to a business where employees are rude, and disrespectful. I always learned from the years I been in retail the customers is always right.