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Workplace Practices: Corrective Action Procedures
Date approved:
June 2011
Approved by:
Date to be reviewed:
May 2012
Reviewed by:
Chief of Staff/Vice President
Date revised:
Revision number:
Compliance Committee:
As Scheduled


In keeping with the philosophy of Wheeling Jesuit University, it is the University’s desire to retain employees and first invest in corrective action when an employee demonstrates deficiencies in performance and work-related behavior and fails to meet the University’s standards and expectations. 


2.1 Policy Statement

Employees whose performance or work-related behavior fails to meet the standards and expectations of the University or who demonstrate minor misconduct shall be subjected to progressive, corrective action for repeat occurrences. Employees who either demonstrate major misconduct or multiple violations of a minor nature may receive accelerated levels of progressive corrective action up to termination.

2.2 Definitions

  1. “Corrective Action” – remedial actions undertaken by the University in an effort to modify the performance or behavior of an employee when such performance or behavior violates the University’s policies or procedures or the employee is not fulfilling the functions of the position.
  2. “Minor Misconduct” – Actions which violate the University’s policies and work standards, the byproducts of which are limited in both scope and magnitude and are possibly correctable.
  3. “Major Misconduct” – Violations of the University’s policies and work standards that are repetitive, flagrant or willful; such violations are substantial in scope and magnitude and possibly hazardous to individuals or costly to University operations.
  4. “Personal Improvement Plan (P.I.P.)” - an outline of corrective actions specifying training and professional development for an employee complete with measurable expectations. 

2.3 Prevention and Preparation

Employees are to be provided job descriptions and expectations. Employees should be oriented and trained in their job duties and receive ongoing professional development as duties change. Such preventative and preparatory actions must be documented and the employee should acknowledge receipt or completion.

2.4 Corrective Actions

  • Non-Disciplinary Corrective Actions
  • An employee whose performance fails to meet the University’s standards or expectations and is in need of improvement, whose behavior requires slight modification to meet University standards or expectations or who requires direction to conform to policies and procedures should initially receive counseling. Counseling may range from a simple discussion to a more focused interaction with a clearly delineated program to correct the deficiencies noted in a P.I.P.

  • Disciplinary Corrective Actions

An employee whose performance or behavior is in violation of University standards, expectations, policies, common workplace customs or courtesies, should receive documented disciplinary action. The standard progression is:

  • Documented Verbal Warning: the supervisor notes in the employee’s file that a verbal warning was issued;
  • Written Warning: the supervisor issues a memorandum to the employee noting the behavior that must be corrected and the fact that this is a written warning;
  • Administrative Leave: the supervisor issues a memorandum placing the employee on a paid leave while an investigation is conducted into an alleged violation of University policies or procedures, at the conclusion of which the employee may either return to work or be placed on an unpaid Suspension.
  • Suspension: the supervisor issues a memorandum placing the employee on an unpaid leave ranging in duration from one (1) to five (5) days. There employee may be subjected to progressive suspensions over time beginning with one (1) day and progressing up to three (3) or five (5) depending upon the infraction. A “Last Chance” agreement may be offered in conjunction with or in lieu of a suspension.
  • Demotion: the supervisor issues a memorandum demoting the employee to a prior position or an open vacancy commensurate with the employee’s qualifications.
  • Termination: the supervisor requests that the employment relationship with the individual be terminated for cause. 

2.5 Violations

The following violations may be considered Minor Misconduct: Infractions of any University rules, policies or procedures, deficiencies in meeting standards/expectations/performance, being out of the assigned work area without authorization, unintentional minor damage to University property or equipment, absenteeism and tardiness.
The following violations may be considered Major Misconduct: Insubordination, illegal activities, falsification of University records, violations of information "confidentiality" provisions, violations of the Drug and  ALcohol policy, reporting to work under the influence of, using or distributing drugs or alcohol while at work or on University property, actions which jeopardize the health or safety of the campus community (Verbal or physical assault or battery, weapons on campus, arson, failure to comply with safe work procedures), sleeping on the job, poor work performance, major or intentional damage to University property or equipment, willfully limiting work, repetitive absenteeism or tardiness, failure to report off work or leaving work without authorization.

2.6 Approval

  • Documented Verbal Warnings: issued by the supervisor and documented in memoranda.
  • Written Warnings/PIP's: issued by the supervisor in conjunction with Human Resources.
  • Suspensions: pre-approved by Human Resources prior to issuance.
  • Terminations or Demotions: pre-approved by the President or his designee prior to issuance.

2.7 Progression

  • Corrective action for minor misconduct will generally progress from Counseling/PIP, to Documented Verbal, to Written Warning, to One Day Suspension, to Three or Five Day Suspension, to Termination.
  • Employees on probationary status may be terminated after their second minor misconduct and immediately for any major misconduct.
  • Where the offense is a major misconduct, the University may elect to proceed immediately to a higher level of corrective action, up to and including termination.
  • The University may offer demotion in lieu of termination on a case by case basis depending upon the facts of the case and at the University's discretion.

2.8 Personal File

The supervisor and the employee must both sign the discipline. A copy will be given to the employee and the original will be sent to Human Resources for inclusion in the employee's permanent file.

2.9 At-Will

Nothing contained within this policy shall change an employee's at-will status or otherwise limit the University's right to terminate employment at will.


The Director of Human Resources has the authority to change, modify or approve exceptions to this policy at any time or without notice and with the approval of the University President.


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