To give small company owners and Personnel managers an idea of how to handle gross misconduct, you must consider a wide range of examples. There are various degrees of disobedience, and you must not handle every case of gross misconduct the same way. Similarly you must right away deal with other problems like gross misconduct, trouble with coworkers or any behaviors that violate company policy. The employee has not been doing a good job, the boss has all the evidence of this and the employee has fair warning that it will happen. Or, if you can't fire for political reasons or the potential cost is too high, find an alternative to dismissal you can live with. To play it safe, you must include. Whatever the case, this worker can lower company group spirit and hurt relations with customers and suppliers. Since you can lay off a worker for his first incident of overwhelming misbehavior, you must conduct a thorough examination and reach a reasonable conclusion about what happened. Undoubtedly, the employee will say the conditions were terrible on him and you wanted him out for an illegal reason. This is especially true if the employee senses imminent lay off in his or her future.

So, I shouldn't surprise you by revealing the Machiavellian side of exit interviews. You put the bad worker on notice his job is in jeopardy. When you don't mind losing the worker and paying the extra severance, you must issue discipline warnings for her irritating behavior. When other employees see a coworker getting away with insubordinate behavior, it encourages them to act the same way. The personnel individual should give the grounds for sacking, telling the executive that they can dispute the claims through the proper channels. o Has the company consistently terminated similarly placed workers for these reasons in the past?