Absenteeism and lateness are wide-spread and yet significant issues in any professional sphere. However, such problems acquire more importance when they occur in the healthcare field, where the value of time is determined by the urgency of patients’ needs. In general, poor discipline in a medical department might be a reason for low productivity level and adverse patient outcomes. That is why it is essential to develop tactics for dealing with the lateness of employees.
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Approaches to Resolve the Issue
If I were in charge of the radiology department dealing with a chronically late employee whose productivity was decreasing, I would apply several approaches to resolve the issue.
Firstly, I would keep records of the employee’s lateness frequency as evidence. Such a strategy would be implemented within the organizational policy with the objective representation of the observable behavior of an employee. Secondly, I would initiate a personal meeting with the said employee to present evidence of his or her lateness and refer to organizational policy. The rules of the department and the professional duties would be explained and discussed so that the individual comprehends the responsibility for the actions within the organization.
Finally, I would use emotional intelligence to maintain a calm and reasonable conversation, in the course of which I would discuss the issue with the employee to retrieve the hidden agenda behind his or her tardiness. Indeed, according to Liebler and McConnell, the reasons behind organizational conflicts should be the target of an argument resolution.
Therefore, it is anticipated that upon my application of all the above-mentioned steps, the chronically late employee will present his or her perspective on the problem with an explanation of the hidden agenda. Once the underlying issue is clarified, it is possible to emphasize the professional duties and obligations as a priority, but also address the reason for the lateness. In such a manner, respectful and trustworthy professional relations will be maintained, and the discipline will be improved.
Liebler, J. G., & McConnell, C. R. (2016). Management principles for health professionals (7th ed.). Burlington, MA: Jones & Bartlett Learning.