Progressive Discipline

Texas A&M University supports the use of progressive discipline, where appropriate, in managing employee performance. Progressive discipline may be used in accordance with:

This procedure describes the use of progressive discipline in resolving problems through corrective action. The University also recognizes that misconduct, violations of policies and procedures, and continued failure to correct performance problems may require disciplinary action. This procedure defines the delegation of authority to approve corrective and disciplinary action and dismissals for nonfaculty employees and describes procedures unique to Texas A&M University in the administration of the discipline and dismissal policy and regulation.

Definitions of Progressive Discipline Actions

Personnel Corrective Action

An employment action not affecting pay or status; addressing inappropriate job related conduct or performance with employee and providing guidance on returning to acceptable standards. It is recommended that departments consult with Employee Relations when considering corrective action.

Personnel Disciplinary Action

An employment action affecting pay or status; addressing more serious incidents of inappropriate job-related conduct or performance or if corrective action does not achieve desired results. Employee Relations must review and consult with the System Office of General Counsel before disciplinary action may be taken.


Coaching Session

This is the first step in working to respond to a performance problem (e.g., unacceptable attendance, unsatisfactory job performance or inappropriate conduct) which would result in a coaching session. Your coaching session is the most effective way to deal with a small problem before it gets out of hand and turns into a disciplinary action. The goal of these coaching sessions are to help the employee understand and work to resolve the problem so that their performance is improved. As the supervisor, you should help to address specific areas in which the employee's job performance and/or conductmust improve. This is an opportunity for the employee to:

  1. Recognize that there is a problem,
  2. Understand the nature of the problem,
  3. Acknowledge that they need to correct the problem, and
  4. Understand what the consequences are if the problem continues.

The supervisor should document their conversation on the Managers' Notes.

First Disciplinary Action

  • If the employee's performance/conduct does not improve, the supervisor should with the employee to make sure they understand what changes are needed of them to correct the specific deficiencies. The supervisor should document the interaction and take the next appropriate step in the progressive disciplinary process and provide the employee a Memorandum of Expectations.
  • Contact your Employee Relations Business Partner to work through the performance/conduct concerns on how to best handle/write the Memo of Expectations for Attendance or Memo of Expectations for Performance.

Second Disciplinary Action (if necessary)

  • If the employee continues to perform below the acceptable performance standards as outlined in the Memorandum of Expectations that was given to the employee, then the supervisor should proceed with the second disciplinary action of a Personnel Corrective Action.
  • Contact your Employee Relations Business Partner to work through the performance/conduct concerns on how to best handle/write the PCA

Termination or Alternative to Termination

  • System Regulation 32.02.02: Discipline and Dismissal of Nonfaculty Employees
  • Termination should be the last resort when less sever forms of the positive discipline system does not correct performance or behavior problems.
  • If termination is the action that needs to be taken, then contact your Employee Relations Business Partner to receive the appropriate template to determine the level of corrective action needed (e.g. termination, demotion, suspension without pay).

Forms, Templates and Tools

Contact Employee Relations at or (979) 862-4027 to discuss potential job performance concerns.