712 Safety Supervision and Leadership

Punishment

Punishment is only considered effective if it successfully decreases the occurrence of undesired behaviors.

Some employees might "repent" following a verbal warning, while others might require more severe consequences, such as a suspension, to effect change. For punishment to be effective, it is crucial that the recipient perceives it as significant

According to Aubrey Daniels, punishment only stops undesired behaviors: it does nothing to increase behaviors beyond mere compliance. Punishment is only a reaction to undesired behaviors. To be effective, supervisors should not punish employees unless they tell employees precisely why they are being punished. To do that best, punishment should occur as soon as the undesired behaviors occur.

W. Edwards Deming, in his text, The New Economics, states that we must first remove fear in the workplace in our effort to transform corporate culture. Organizations will most likely fail in their attempt to employ total quality management strategies unless they first remove the fear-driven factors intentionally or unintentionally designed into the culture.

Some examples of the ways punishment might occur in the workplace include:

• Employees responsible for creating a hazard are issued a written reprimand.
• Employees found working on a roof without adequate fall protection are suspended.
• Employees who communicate with OSHA are fired.

Punishment, when applied appropriately and effectively, can serve as a tool for curbing noncompliant behaviors. However, the consistent and effective use of positive reinforcement can significantly reduce, and in many cases eliminate, the need for punitive actions.

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