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Discipline Without Punishment: The Proven Strategy That Turns Problem Employees into Superior Performers | 
 enlarge | Author: Dick Grote
Publisher: AMACOM
Category: Book
List Price: $26.95
Buy Used: $0.01
You Save: $26.94 (100%)
New (31) Used (71) from $0.01
Rating:  5 reviews
Sales Rank: 432752
Media: Hardcover
Pages: 256
Number Of Items: 1
Shipping Weight (lbs): 1.2
Dimensions (in): 9.3 x 6.2 x 1
ISBN: 0814402763
Dewey Decimal Number: 658.314
EAN: 9780814402764
ASIN: 0814402763
Publication Date: May 15, 1995
Availability: Usually ships in 1-2 business days
Shipping: Expedited shipping available
Shipping: International shipping available
Condition: Used Condition - GOOD can be a well cared for Book (including Audio) that is in great condition to a Book that may show some signs of wear. GOOD Books may be marked; have some spine or page creases; exibit signs of aging or an ExLibrary copy. ** Possible marking on cover. 100% Satisfaction guaranteed on all purchases. Delivery is 7-14 days for standard mail. **
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Product Description
Grote explores ways to build superior performance and helps managers prepare and conduct better coaching sessions. He shows readers how to avoid confrontational, anger-provoking situations that can lead to bad relationships and even violence, how to salvage potentially good employees who have gone astray, and many other ways to build superior performance.
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| Customer Reviews:
 Excellent! Superb, easy reading. August 19, 1999
4 out of 4 found this review helpful
Grote's writing style is easy and captivating. Puts discussing difficult issues with employees into perspective. Highly recommended for any supervisor or manager that will deal with a difficult employee situation.....and guess what....eventually you will! A must read. Being used in our training program for future supervisors.
Tried and tested October 15, 2004
Louis Scaruffi (Austin, Texas)
2 out of 2 found this review helpful
The system and principles laid out in Grote's book make sense. Traditional systems of discipline are largely ineffective because of their punitive nature. And because traditional systems are adversarial, they are often shunned by managers who (understandably) want to avoid conflict. The book is easy to read and uses examples of realistic dialogue between supervisor and employee. As a Human Resource Management practitioner, I highly recommend this book.
 Simple but Effective December 3, 2005
G.S. (Georgia, USA)
Simple and effective way to address employee problems and get real (& positive) results without using typical old-fashioned punishing procedures (verbal & written reprimands, leave w/o pay, etc). Creates a win-win way to change behavior. Wish he would have spend more time & detail on coaching and the other managerial aspects that should take place between a supervisor and his/her workers (ie: those things that may prevent having to use the actual "disciplining").
A more effective way to address problem behavior in the workplace January 27, 2006
Louise McCauley (Chicago, IL)
For over sixty years the system for dealing with unsatisfactory work performance has remained the same. When a problem appears, a manager will talk to an employee informally. If the problem continues, the employee receives a verbal reprimand, followed by a written warning. Then, various punishments are applied to the offender including probation, unpaid suspension and eventually, dismissal. This traditional system is based on the idea of progressively worse punishment. Managers see the discipline system as a way to dismiss employees. While he worked at Frito Lay, Dick Grote designed a new discipline system, with the goal of saving employees, rather than dismissing them.
This new system, called Discipline Without Punishment, was put into practice at Frito Lay with phenomenal results, and has since been implemented at hundreds of companies. Discipline Without Punishment starts with the notion that good performance must be rewarded. When good behavior is not recognized, people have less reason to continue it. Mediocre performance may not require disciplinary action, but it shouldn't be rewarded. You should save recognition for those who try hard to do their best.
Good Tool January 16, 2007
Colette H. Rickards
I thought it was a pretty good book and had some good ideas in it.
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