Employee Conduct and Discipline

Just as it is important to specify the standards of performance that are required of each employee, it is also important to outline the policy in dealing with performance or work-related problems that do not meet these standards. It is the responsibility of the supervisor to initiate appropriate corrective action. Corrective action is considered a dimension of performance evaluation and may be administered against staff employees.

Bethel's corrective and disciplinary action policy attempts to correct problem situations in an atmosphere in which an employee is allowed every reasonable opportunity for improving levels of performance. Although corrective action usually consists of the constructive sequence outlined below, an employee may be subject to dismissal action after or during any of the steps if, in Bethel's sole discretion, dismissal is necessary for the best interest of the department and/or institution whether or not improvement is displayed. Normally, consideration will be given to the seriousness of the incident and extent of prior offenses. Serious misconduct may result in immediate termination.

The progressive corrective action process typically initiates with a verbal warning. It may progress to a written warning, which may be followed by the implementation of a Performance Action Plan. While the goal of the progressive corrective action process is to provide opportunities for improvement, continued failure to meet performance or behavior expectations or repeated violations of policies may result in further action, up to and including termination. We are committed to supporting employees throughout this process through coaching and feedback, with the aim of helping employees succeed in their roles.

Each warning need not result from the same type of violation or misconduct. Each will be documented by the supervisor with the employee receiving the original copy of each notice, and a copy also placed in the employee's official personnel file.

The following examples of misconduct are examples only and are not intended to be exclusive:

•   Poor attendance or tardiness.
•   Sleeping on the job.
•   Violation of any departmental work rule or procedure.
•   Unwillingness or inability to work in harmony with others, discourtesy, or conduct creating disharmony, irritation, or friction.
• Disclosure of information considered confidential by Bethel.
• Neglect of assigned duties (unsatisfactory performance of the job).
• Gross insubordination: refusal to follow direction from a manager or supervisor.
• Deliberate destruction or misuse of Bethel University resources.
• Dishonesty or theft, including falsification of records, including employee time records.
• Illegal use or possession of controlled substances.
• Fighting or other disorderly conduct on Bethel premises; threatening, intimidating, coercing, or disrupting the work of other employees.
• Gross breach of Bethel lifestyle standards or covenant for life together.
• Violation of Bethel's sexual misconduct policy and nondiscrimination and harassment policy.
• Absence from work without approval for three consecutive workdays.
• Bringing a weapon on any Bethel premises where such a weapon is prohibited.
• Conviction of a crime involving dishonesty or violence that impairs suitability for employment.