{"id":1112,"date":"2019-08-26T16:48:20","date_gmt":"2019-08-26T16:48:20","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=1112"},"modified":"2026-03-05T14:58:27","modified_gmt":"2026-03-05T14:58:27","slug":"progressive-discipline","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/progressive-discipline\/","title":{"raw":"Progressive Discipline","rendered":"Progressive Discipline"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss the progressive discipline process<\/li>\r\n<\/ul>\r\n<\/div>\r\nIn order to avoid perceptions of arbitrary or discriminatory discipline, HR management should establish a progressive discipline policy and process. A critical implementation step: training supervisors and managers to overcome the human tendency to avoid difficult conversations. An analogy that may help managers understand what\u2019s required is the \u201chot stove rule,\u201d[footnote]Derived from DeCenzo, et.al. who cited J. Schermerhon, <em>Management<\/em> 11e, Wiley &amp; Sons[\/footnote] that suggests viewing administration of discipline as similar to touching a hot stove. Specifically, an employee being disciplined should:\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">Experience an immediate and painful response; there should be no question regarding cause and effect<\/li>\r\n \t<li style=\"font-weight: 400;\">Have advance warning; that is, he knows what will happen when he touches a hot stove<\/li>\r\n \t<li style=\"font-weight: 400;\">Experience the result consistently; every time he touches a hot stove, he gets burned<\/li>\r\n \t<li style=\"font-weight: 400;\">Experience the result as impersonal; the burn is related to his action, not his personality.<\/li>\r\n<\/ul>\r\nWith this analogy in mind, let\u2019s discuss the progressive discipline process. As illustrated in Figure 1, progressive discipline generally begins with a verbal warning and progresses to termination.\r\n\r\n[caption id=\"attachment_1301\" align=\"aligncenter\" width=\"1024\"]<img class=\"size-large wp-image-1301\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/06215850\/ProgressiveDiscipline-1024x159.png\" alt=\"Arrows indicating the four steps in the progressive discipline process: Verbal warning, then written warning, then suspension, then termination.\" width=\"1024\" height=\"159\" \/> Figure 1. The progressive discipline process[\/caption]\r\n<h2>Step 1: Verbal Warning<\/h2>\r\nThe first step in the disciplinary process is for the employee\u2019s immediate supervisor to issue an unofficial verbal warning or what is sometimes referred to as a written verbal warning. Although the warning is verbal, the conversation should be documented. If behavior or performance improves, the documentation does not become part of the employee\u2019s permanent personnel file.\r\n\r\nDocumentation should include the date, purpose and outcome of the meeting.\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">Meet with the employee and communicate clearly what rule was violated or what performance expectations wasn\u2019t met.<\/li>\r\n \t<li style=\"font-weight: 400;\">Discuss the performance gap or behavioral concern. Give the employee an opportunity to propose a resolution.<\/li>\r\n \t<li style=\"font-weight: 400;\">Restate the required behavior or performance expectations.<\/li>\r\n \t<li style=\"font-weight: 400;\">Provide a timeline and resources for improvement.<\/li>\r\n \t<li style=\"font-weight: 400;\">Report consequences of failure to improve.<\/li>\r\n \t<li style=\"font-weight: 400;\">Document conversation.<\/li>\r\n<\/ul>\r\n<div class=\"textbox exercises\">\r\n<h3>Note<\/h3>\r\nIf an employee is represented by a union, he or she can exercise their \u201cWeingarten Right\u201d to union representation.[footnote]Sutherland, Karen and Doug Albright. \"<a href=\"http:\/\/www.omwlaw.com\/wp-content\/uploads\/2013\/01\/The-Effect-of-the-Weingarten-Decision-on-Employee-Discipline.pdf\" target=\"_blank\" rel=\"noopener\">The Effect of the Weingarten Decision on Employee Discipline<\/a>.\" Accessed September 12, 2019.[\/footnote]\r\n\r\n<\/div>\r\nBriefly, in NLRM v. Weingarten, the U.S. Supreme Court ruled that an employee who reasonably believes that an investigatory meeting may lead to a disciplinary or adverse action has the right to union representation and cannot be penalized for exercising this right. This right is not applicable to routine discussions of work instructions and procedures.\r\n<h2><img class=\"alignright wp-image-2352\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/11180159\/512px-Paper-notes.svg_-300x300.png\" alt=\"Decorative image.\" width=\"350\" height=\"350\" \/>Step 2: Official Written Warning<\/h2>\r\nIf, by the time frame specified in step 1, behavior or performance is still not to expectations, it\u2019s time to issue a written warning, which will be included in the employee\u2019s personnel file. It may be advisable to consult with Human Resources staff at this point. The supervisor should document the unsatisfactory behavior or performance, including previous informal efforts to correct, and the current problem. As in step 1, the supervisor should meet with the employee to discuss a plan for improvement. The employee should sign the written warning and copies of the warning should be submitted to HR and, if applicable, sent to the union.\r\n<h2>Step 3: Suspension\/Final Warning<\/h2>\r\nIf, by the time frame specified in step 2, behavior or performance is still not to expectations, an employee may be suspended from work for a time frame ranging from a day to weeks, depending on the employer\u2019s policy and the scenario. Note that if the infraction was serious, it might warrant suspension as a first step. Also, some organization\u2019s skip this step entirely or to instead issue a final warning. The immediate supervisor should conduct any necessary investigations and summarize previous progressive discipline. The supervisor should again discuss the situation with the employee, specify the time frame for suspension or providing the final warning in writing and indicating that, unless there is a course correction, the next step is termination. As in step 2, the employee should sign the suspension\/final warning and copies should be submitted to HR and, if applicable, sent to the union.\r\n<h2>Step 4: Termination<\/h2>\r\nThe final step is not one to be taken lightly; DeCenzo, et.al. state that almost 90% of discrimination charges are related to termination.[footnote]Derived from DeCenzo, et.al. who cited J. Schermerhon, Management 11e, Wiley &amp; Sons[\/footnote] Prior to making this decision the employee\u2019s immediate supervisor should review the employee\u2019s work history and disciplinary documentation with Human Resource management or other authority. For more on the documentation point, see below. Some cases\u2014for example, sexual harassment, violence or threats of violence, theft\u2014warrant immediate dismissal. Once the decision is made, a letter of termination should be delivered to the employee in person or via certified mail.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/9a192e7a-0c6d-4396-8942-39afafb86367\r\n\r\n<\/div>\r\nOne of the models used as a framework for documenting and implementing progressive discipline is the FRISK Model.[footnote]Lauer, Diane. \"<a href=\"https:\/\/blogs.svvsd.org\/admininduction\/2014\/09\/14\/using-the-frisk-documentation-model\/\" target=\"_blank\" rel=\"noopener\">Using the FRISK Documentation Model<\/a>.\" St. Vrain Valley Schools. Accessed September 12, 2019.[\/footnote] The acronym stands for:\r\n\r\nF: Facts evidencing the employee\u2019s unsatisfactory conduct\r\n\r\nR: Rule of authority violated by the employee\u2019s behavior\r\n\r\nI: Impact of the employee\u2019s unsatisfactory conduct on the workplace\r\n\r\nS: Suggestions to assist the employee in improving performance and directions\r\n\r\nK: Knowledge of the employee\u2019s right to respond to corrective documentation placed in the personnel file\r\n\r\nThere are three key considerations in using this model:\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">The process is positive, with the emphasis placed on the employee\u2019s potential to change\/improve behavior\/performance rather than on the punishment.<\/li>\r\n \t<li style=\"font-weight: 400;\">This process is corrective; supervisors have a responsibility to support positive change.<\/li>\r\n \t<li style=\"font-weight: 400;\">The process is progressive, with the intent of increases in severity of communications and disciplined designed to incentivize corrective action.<\/li>\r\n<\/ul>\r\n<div class=\"textbox key-takeaways\">\r\n<h3>Learn MOre<\/h3>\r\nFor a SlideShare presentation on the FRISK Model, see St. Vrain Valley School\u2019s <a href=\"https:\/\/www.slideshare.net\/dianelauer\/frisk-documentation-model-training\" target=\"_blank\" rel=\"noopener\">Frisk Documentation Model Training<\/a>.\r\n\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss the progressive discipline process<\/li>\n<\/ul>\n<\/div>\n<p>In order to avoid perceptions of arbitrary or discriminatory discipline, HR management should establish a progressive discipline policy and process. A critical implementation step: training supervisors and managers to overcome the human tendency to avoid difficult conversations. An analogy that may help managers understand what\u2019s required is the \u201chot stove rule,\u201d<a class=\"footnote\" title=\"Derived from DeCenzo, et.al. who cited J. Schermerhon, Management 11e, Wiley &amp; Sons\" id=\"return-footnote-1112-1\" href=\"#footnote-1112-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> that suggests viewing administration of discipline as similar to touching a hot stove. Specifically, an employee being disciplined should:<\/p>\n<ul>\n<li style=\"font-weight: 400;\">Experience an immediate and painful response; there should be no question regarding cause and effect<\/li>\n<li style=\"font-weight: 400;\">Have advance warning; that is, he knows what will happen when he touches a hot stove<\/li>\n<li style=\"font-weight: 400;\">Experience the result consistently; every time he touches a hot stove, he gets burned<\/li>\n<li style=\"font-weight: 400;\">Experience the result as impersonal; the burn is related to his action, not his personality.<\/li>\n<\/ul>\n<p>With this analogy in mind, let\u2019s discuss the progressive discipline process. As illustrated in Figure 1, progressive discipline generally begins with a verbal warning and progresses to termination.<\/p>\n<div id=\"attachment_1301\" style=\"width: 1034px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-1301\" class=\"size-large wp-image-1301\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/06215850\/ProgressiveDiscipline-1024x159.png\" alt=\"Arrows indicating the four steps in the progressive discipline process: Verbal warning, then written warning, then suspension, then termination.\" width=\"1024\" height=\"159\" \/><\/p>\n<p id=\"caption-attachment-1301\" class=\"wp-caption-text\">Figure 1. The progressive discipline process<\/p>\n<\/div>\n<h2>Step 1: Verbal Warning<\/h2>\n<p>The first step in the disciplinary process is for the employee\u2019s immediate supervisor to issue an unofficial verbal warning or what is sometimes referred to as a written verbal warning. Although the warning is verbal, the conversation should be documented. If behavior or performance improves, the documentation does not become part of the employee\u2019s permanent personnel file.<\/p>\n<p>Documentation should include the date, purpose and outcome of the meeting.<\/p>\n<ul>\n<li style=\"font-weight: 400;\">Meet with the employee and communicate clearly what rule was violated or what performance expectations wasn\u2019t met.<\/li>\n<li style=\"font-weight: 400;\">Discuss the performance gap or behavioral concern. Give the employee an opportunity to propose a resolution.<\/li>\n<li style=\"font-weight: 400;\">Restate the required behavior or performance expectations.<\/li>\n<li style=\"font-weight: 400;\">Provide a timeline and resources for improvement.<\/li>\n<li style=\"font-weight: 400;\">Report consequences of failure to improve.<\/li>\n<li style=\"font-weight: 400;\">Document conversation.<\/li>\n<\/ul>\n<div class=\"textbox exercises\">\n<h3>Note<\/h3>\n<p>If an employee is represented by a union, he or she can exercise their \u201cWeingarten Right\u201d to union representation.<a class=\"footnote\" title=\"Sutherland, Karen and Doug Albright. &quot;The Effect of the Weingarten Decision on Employee Discipline.&quot; Accessed September 12, 2019.\" id=\"return-footnote-1112-2\" href=\"#footnote-1112-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<\/div>\n<p>Briefly, in NLRM v. Weingarten, the U.S. Supreme Court ruled that an employee who reasonably believes that an investigatory meeting may lead to a disciplinary or adverse action has the right to union representation and cannot be penalized for exercising this right. This right is not applicable to routine discussions of work instructions and procedures.<\/p>\n<h2><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-2352\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/11180159\/512px-Paper-notes.svg_-300x300.png\" alt=\"Decorative image.\" width=\"350\" height=\"350\" \/>Step 2: Official Written Warning<\/h2>\n<p>If, by the time frame specified in step 1, behavior or performance is still not to expectations, it\u2019s time to issue a written warning, which will be included in the employee\u2019s personnel file. It may be advisable to consult with Human Resources staff at this point. The supervisor should document the unsatisfactory behavior or performance, including previous informal efforts to correct, and the current problem. As in step 1, the supervisor should meet with the employee to discuss a plan for improvement. The employee should sign the written warning and copies of the warning should be submitted to HR and, if applicable, sent to the union.<\/p>\n<h2>Step 3: Suspension\/Final Warning<\/h2>\n<p>If, by the time frame specified in step 2, behavior or performance is still not to expectations, an employee may be suspended from work for a time frame ranging from a day to weeks, depending on the employer\u2019s policy and the scenario. Note that if the infraction was serious, it might warrant suspension as a first step. Also, some organization\u2019s skip this step entirely or to instead issue a final warning. The immediate supervisor should conduct any necessary investigations and summarize previous progressive discipline. The supervisor should again discuss the situation with the employee, specify the time frame for suspension or providing the final warning in writing and indicating that, unless there is a course correction, the next step is termination. As in step 2, the employee should sign the suspension\/final warning and copies should be submitted to HR and, if applicable, sent to the union.<\/p>\n<h2>Step 4: Termination<\/h2>\n<p>The final step is not one to be taken lightly; DeCenzo, et.al. state that almost 90% of discrimination charges are related to termination.<a class=\"footnote\" title=\"Derived from DeCenzo, et.al. who cited J. Schermerhon, Management 11e, Wiley &amp; Sons\" id=\"return-footnote-1112-3\" href=\"#footnote-1112-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> Prior to making this decision the employee\u2019s immediate supervisor should review the employee\u2019s work history and disciplinary documentation with Human Resource management or other authority. For more on the documentation point, see below. Some cases\u2014for example, sexual harassment, violence or threats of violence, theft\u2014warrant immediate dismissal. Once the decision is made, a letter of termination should be delivered to the employee in person or via certified mail.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_9a192e7a-0c6d-4396-8942-39afafb86367\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/9a192e7a-0c6d-4396-8942-39afafb86367?iframe_resize_id=assessment_practice_id_9a192e7a-0c6d-4396-8942-39afafb86367\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<p>One of the models used as a framework for documenting and implementing progressive discipline is the FRISK Model.<a class=\"footnote\" title=\"Lauer, Diane. &quot;Using the FRISK Documentation Model.&quot; St. Vrain Valley Schools. Accessed September 12, 2019.\" id=\"return-footnote-1112-4\" href=\"#footnote-1112-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a> The acronym stands for:<\/p>\n<p>F: Facts evidencing the employee\u2019s unsatisfactory conduct<\/p>\n<p>R: Rule of authority violated by the employee\u2019s behavior<\/p>\n<p>I: Impact of the employee\u2019s unsatisfactory conduct on the workplace<\/p>\n<p>S: Suggestions to assist the employee in improving performance and directions<\/p>\n<p>K: Knowledge of the employee\u2019s right to respond to corrective documentation placed in the personnel file<\/p>\n<p>There are three key considerations in using this model:<\/p>\n<ul>\n<li style=\"font-weight: 400;\">The process is positive, with the emphasis placed on the employee\u2019s potential to change\/improve behavior\/performance rather than on the punishment.<\/li>\n<li style=\"font-weight: 400;\">This process is corrective; supervisors have a responsibility to support positive change.<\/li>\n<li style=\"font-weight: 400;\">The process is progressive, with the intent of increases in severity of communications and disciplined designed to incentivize corrective action.<\/li>\n<\/ul>\n<div class=\"textbox key-takeaways\">\n<h3>Learn MOre<\/h3>\n<p>For a SlideShare presentation on the FRISK Model, see St. Vrain Valley School\u2019s <a href=\"https:\/\/www.slideshare.net\/dianelauer\/frisk-documentation-model-training\" target=\"_blank\" rel=\"noopener\">Frisk Documentation Model Training<\/a>.<\/p>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-1112\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Progressive Discipline. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Image: The progressive discipline process. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">Public domain content<\/div><ul class=\"citation-list\"><li>Paper-notes.svg. <strong>Provided by<\/strong>: Wikipedia. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/en.wikipedia.org\/wiki\/File:Paper-notes.svg\">https:\/\/en.wikipedia.org\/wiki\/File:Paper-notes.svg<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/pdm\">Public Domain: No Known Copyright<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-1112-1\">Derived from DeCenzo, et.al. who cited J. Schermerhon, <em>Management<\/em> 11e, Wiley &amp; Sons <a href=\"#return-footnote-1112-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-1112-2\">Sutherland, Karen and Doug Albright. \"<a href=\"http:\/\/www.omwlaw.com\/wp-content\/uploads\/2013\/01\/The-Effect-of-the-Weingarten-Decision-on-Employee-Discipline.pdf\" target=\"_blank\" rel=\"noopener\">The Effect of the Weingarten Decision on Employee Discipline<\/a>.\" Accessed September 12, 2019. <a href=\"#return-footnote-1112-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-1112-3\">Derived from DeCenzo, et.al. who cited J. Schermerhon, Management 11e, Wiley &amp; Sons <a href=\"#return-footnote-1112-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-1112-4\">Lauer, Diane. \"<a href=\"https:\/\/blogs.svvsd.org\/admininduction\/2014\/09\/14\/using-the-frisk-documentation-model\/\" target=\"_blank\" rel=\"noopener\">Using the FRISK Documentation Model<\/a>.\" St. Vrain Valley Schools. Accessed September 12, 2019. <a href=\"#return-footnote-1112-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":9,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Progressive Discipline\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"original\",\"description\":\"Image: The progressive discipline process\",\"author\":\"\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"pd\",\"description\":\"Paper-notes.svg\",\"author\":\"\",\"organization\":\"Wikipedia\",\"url\":\"https:\/\/en.wikipedia.org\/wiki\/File:Paper-notes.svg\",\"project\":\"\",\"license\":\"pd\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"ca1ae379-dfda-486c-ba07-c14e9eff618a, 07834f8b-1014-4362-afd5-12a8a7e54ea5","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-1112","chapter","type-chapter","status-publish","hentry"],"part":1100,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1112","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":14,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1112\/revisions"}],"predecessor-version":[{"id":3469,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1112\/revisions\/3469"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/1100"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/1112\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=1112"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=1112"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=1112"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=1112"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}