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M A R C H 2 0 1 5 | O U T P AT I E N T S U R G E R Y M A G A Z I N E O N L I N E
• Does the punishment fit the crime? If an investigation determines that
an infraction has actually occurred, objectively consider the suitability
of the personnel action to be carried out, in view of the severity of the
employee's misconduct or the duration of her performance issues. For
example, an employee who mistreats a patient, steals and abuses nar-
cotics, or intentionally violates standard of care protocols is in an
entirely different position, discipline-wise, than one who simply
requires more training to grasp the full extent of her responsibilities.
From an employment law standpoint, the commission of HIPAA vio-
lations, the falsification of medical records or the failure to accurately
chart treatments, the assertion of false accusations against co-work-
ers and the willful refusal to perform assigned responsibilities are also
grounds for discharge. Workplace-disrupting behaviors such as a
demonstrated disre-
spect to superiors and
co-workers, acts of
sexual or racial
harassment, or the
repeated involvement
in interpersonal con-
flicts may also justify
termination.
• Is discipline consis-
tent? It's critical to
ensure that you mete
out discipline uni-
formly and consis-
tently. Review person-
nel records involving
previous disciplinary
