10.68 Discipline Policy
The staff discipline policy establishes how the University addresses discipline but also comes under the jurisdiction of the employment-at-will policy: “Any employee without a contract or appointment for a specified term of employment can be terminated at any time for any reason or no reason but not for an illegal reason.” (See Section 10.90.)
However, it is within the best interests of the University to have a system in place that fosters the professional growth and development of all employees. To meet this intent, it shall be the responsibility of supervisors to provide assistance, motivation and direction to the staff in the performance of job duties.
Supervisors are responsible for informing their subordinates of institutional expectations. Where problems with employee behavior or performance arise, a supervisor should seek to correct the problem with the least amount of disruption to the work environment. Progressive discipline is a means to correct and/or improve employee behavior and performance.
Progressive Discipline
Progressive discipline may include a verbal warning, written warning, suspension, and ultimately, discharge. The goals of progressive discipline are to 1) inform the employee of iinadequacies in performance or instances of improper behavior; 2) clarify what constitutes satisfactory performance or misconduct; 3) instruct the employee on what action must be taken to correct the performance or behavior problem; and 4) inform the employee of what action will be taken in the future if the expectations are not met. Reasons for discipline may include but may not be limited to 1) violation of University rules and regulations; 2) failure to follow reasonable rules of procedure in the work place; 3) insubordination; 4) possession of any substance prohibited by state or federal law; 5) assault and/or battery; 6) excessive absenteeism and/or excessive tardiness; 7) theft or destruction of University property; and 8) abuse of leave privileges.
Levels of Disciplinary Action
1. Verbal Warning: An employee may be issued a verbal warning for a performance or conduct problem. Verbal warnings are typically issued during a private meeting between the immediate supervisor and the employee where the immediate supervisor explains the problem and what the employee must do to return to satisfactory status. This interaction must be documented using the counseling form for verbal warnings provided by Human Resources. The employee should be informed that the meeting is being conducted for the purpose of issuing a verbal warning. The counseling form for verbal warning must be provided to the employee, and a copy should be provided to the office of Human Resources to be placed in the employee’s personnel file.
2. Written Warning: Employees may be issued a written warning which contains the following information: a description of the specific problem or offense; the most recent incident and when it occurred; previous actions taken to correct the problem (if applicable); expectations and acceptable standards of performance; and warning that further unsatisfactory behavior or performance may result in further disciplinary action. The written warning should be recorded via the counseling form for written warnings provided by the office of Human Resources. Typically the written warning is issued and discussed with the employee in a private meeting with the immediate supervisor. A copy of the written warning should be given to the employee and a copy placed in the employee's official personnel record, located in the Human Resources Office. The written warning may also specify a review period, if appropriate, in which the employee's behavior or performance will be reviewed.
3. Suspension: Staff employees may be suspended without pay for significant incidents of misconduct or poor performance, or when a series of disciplinary actions have been taken but the problem continues. Typically the employee is informed of the recommended suspension in a private meeting with her/his immediate supervisor. The employee is given a letter detailing the basis for the action which specifies 1) the length of the suspension (beginning and ending dates); 2) a description of the specific problem or offense; 3) the most recent incident and when it occurred; 4) previous actions taken to correct the problem, if applicable; 5) expectations and acceptable standards of performance; and 6) a warning that further unsatisfactory behavior or performance may result in further disciplinary action, up to and including discharge. The suspension letter may also specify a review period, if appropriate, in which the employee's behavior or performance will be reviewed.
4. Involuntary Termination: Employees may be discharged for incidents which are serious enough to warrant immediate involuntary termination, or after all the progressive disciplinary steps have been taken (suspension being an optional step).
Typically a recommendation for termination is initiated by the immediate supervisor and transmitted through the appropriate administrative chain of command to the President of the University. The employee will be given written notice of the decision and the termination becomes final.
The President may terminate any employee for reasons of gross neglect of duty on or off-campus, grossly inadequate performance, misconduct of a nature that may bring disgrace to the University, or actions that pose a threat to the safety and wellbeing of members of the University community.
All termination decisions by the President are final and there is no appeal process unless the appeal is based on a claim of violation of University policies, state or federal laws. These types of appeals should be processed through the proper University grievance channel.
However, it is within the best interests of the University to have a system in place that fosters the professional growth and development of all employees. To meet this intent, it shall be the responsibility of supervisors to provide assistance, motivation and direction to the staff in the performance of job duties.
Supervisors are responsible for informing their subordinates of institutional expectations. Where problems with employee behavior or performance arise, a supervisor should seek to correct the problem with the least amount of disruption to the work environment. Progressive discipline is a means to correct and/or improve employee behavior and performance.
Progressive Discipline
Progressive discipline may include a verbal warning, written warning, suspension, and ultimately, discharge. The goals of progressive discipline are to 1) inform the employee of iinadequacies in performance or instances of improper behavior; 2) clarify what constitutes satisfactory performance or misconduct; 3) instruct the employee on what action must be taken to correct the performance or behavior problem; and 4) inform the employee of what action will be taken in the future if the expectations are not met. Reasons for discipline may include but may not be limited to 1) violation of University rules and regulations; 2) failure to follow reasonable rules of procedure in the work place; 3) insubordination; 4) possession of any substance prohibited by state or federal law; 5) assault and/or battery; 6) excessive absenteeism and/or excessive tardiness; 7) theft or destruction of University property; and 8) abuse of leave privileges.
Levels of Disciplinary Action
1. Verbal Warning: An employee may be issued a verbal warning for a performance or conduct problem. Verbal warnings are typically issued during a private meeting between the immediate supervisor and the employee where the immediate supervisor explains the problem and what the employee must do to return to satisfactory status. This interaction must be documented using the counseling form for verbal warnings provided by Human Resources. The employee should be informed that the meeting is being conducted for the purpose of issuing a verbal warning. The counseling form for verbal warning must be provided to the employee, and a copy should be provided to the office of Human Resources to be placed in the employee’s personnel file.
2. Written Warning: Employees may be issued a written warning which contains the following information: a description of the specific problem or offense; the most recent incident and when it occurred; previous actions taken to correct the problem (if applicable); expectations and acceptable standards of performance; and warning that further unsatisfactory behavior or performance may result in further disciplinary action. The written warning should be recorded via the counseling form for written warnings provided by the office of Human Resources. Typically the written warning is issued and discussed with the employee in a private meeting with the immediate supervisor. A copy of the written warning should be given to the employee and a copy placed in the employee's official personnel record, located in the Human Resources Office. The written warning may also specify a review period, if appropriate, in which the employee's behavior or performance will be reviewed.
3. Suspension: Staff employees may be suspended without pay for significant incidents of misconduct or poor performance, or when a series of disciplinary actions have been taken but the problem continues. Typically the employee is informed of the recommended suspension in a private meeting with her/his immediate supervisor. The employee is given a letter detailing the basis for the action which specifies 1) the length of the suspension (beginning and ending dates); 2) a description of the specific problem or offense; 3) the most recent incident and when it occurred; 4) previous actions taken to correct the problem, if applicable; 5) expectations and acceptable standards of performance; and 6) a warning that further unsatisfactory behavior or performance may result in further disciplinary action, up to and including discharge. The suspension letter may also specify a review period, if appropriate, in which the employee's behavior or performance will be reviewed.
4. Involuntary Termination: Employees may be discharged for incidents which are serious enough to warrant immediate involuntary termination, or after all the progressive disciplinary steps have been taken (suspension being an optional step).
Typically a recommendation for termination is initiated by the immediate supervisor and transmitted through the appropriate administrative chain of command to the President of the University. The employee will be given written notice of the decision and the termination becomes final.
The President may terminate any employee for reasons of gross neglect of duty on or off-campus, grossly inadequate performance, misconduct of a nature that may bring disgrace to the University, or actions that pose a threat to the safety and wellbeing of members of the University community.
All termination decisions by the President are final and there is no appeal process unless the appeal is based on a claim of violation of University policies, state or federal laws. These types of appeals should be processed through the proper University grievance channel.
Effective Date
Approved by Board of Curators: January 15, 2026