Essentials of Management

Chapter 16Managing

Ineffective Performers

Employee Factors Contributing to Ineffective Performance Insufficient mental ability and education Insufficient job knowledge Job stress and burnout Low motivation and loafing Excessive absenteeism and tardiness Emotional problems or personality disorder Alcoholism and drug addiction

Employee Factors Contributing to Ineffective Performance, continuedTobacco addiction or withdrawal symptomsConducting outside business on the jobFamily and personal problemsPhysical limitationsPreoccupying office romanceFear of traveling, especially flyingPoor organizational citizenship behavior

Job Factors Contributing to Ineffective PerformanceErgonomics problems and repetitive motion

disorderRepetitive, physically demanding jobBuilt-in conflict (e.g., repo specialist)Night-shift work assignmentSubstandard industrial hygiene“Sick” building (has airborne pollutants)

Managerial Factors Contributing to Ineffective PerformanceInadequate communication about job

responsibilitiesInadequate feedback about performanceInappropriate leadership styleNegative and untrusting attitudeBullying or intimidating behavior by manager

Organizational Factors Contributing to Ineffective PerformanceOrganizational culture that tolerates poor

performancePoor ethical climateCounterproductive work environmentNegative work group influencesIntentional threats to job securityViolence or threats of violence

Organizational Factors Contributing to Poor Performance, continuedSexual harassmentWorkplace harassment in general (such as

based on race or sexual orientation)Reward structure that encourages deviant

behavior (such as heavy commission pay)Note: Poor performance might be based on

combination of factors related to employee, job, manager, and organization.

Define Performance Standards

Select and Implement Action Plan

Set Improvement Goals

Communicate With Substandard Performer

Detect DeviationFrom Acceptable Performance

Define and Assess the Cause

Continue or Discontinue Action Plan

Re-evaluate After Time Interval

Control Model for Managing Ineffective Performers

Control Model for Managing Ineffective Performers, continuedDefine performance standards (specify what

is expected of employees).Detect deviation from acceptable

performance (use control measures including direct observation of performance).

Define and assess the cause (could be factor within person, job, company, or the manager).

Control Model for Managing Ineffective Performers, continuedCommunicate with substandard performer

(discussion or confrontation about unacceptable performance or behavior; show care and concern).

Set improvement goals (attaining goal will correct performance deviation).

Select and implement action plan (vital part of remedying poor performance).

Control Model for Managing Ineffective Performance, continued Select and implement an action plan

(continued)a. Types of action plans (hundreds are

possible, with some requiring an organizational program including the employee assistance program)

b. Implementation of the action plan (use steps 5-7 of control model in slide 8)

Control Model for Managing Ineffective Performance, concluded Re-evaluate performance after time interval

(when control model works, employee performance will improve).

a. Formal and informal reviews (could be sit-down review of quick checkup)

b. Positive reinforcement and punishment (depending on progress)

Continue or discontinue the action plan for improvement (stay alert for future problems)

Coaching and Constructive Criticism Coaching involves constructive criticism.

Keep in mind the following suggestions:1. Focus feedback on employee work and

behavior rather than his or her attitudes and personality.

2. Be timely with negative feedback.3. Listen actively and empathize.4. Ask good questions (the simpler the better).

Coaching and constructive criticism, continued5. Engage in joint problem solving.6. Offer constructive advice.7. Give the poor performer an opportunity to

observe and model someone who exhibits acceptable performance.

8. Obtain a commitment to change.9. Conduct some coaching sessions outside of

the performance evaluation.10. Applaud good results.

Progressive Discipline The step-by-step application of corrective

discipline, as follows:1. Confrontation, discussion, counseling2. Oral warning3. Written warning4. Suspension or disciplinary layoff5. Discharge

Rules for Applying Discipline1. All employees should be notified of what

punishments will be applied for what infractions.

2. Discipline should be applied immediately after infraction is committed.

3. The punishment should fit the undesirable behavior.

4. Managers should be consistent in their application of discipline for each infraction.

Rules for Applying Discipline, continued5. Disciplinary remedies should be applied

impersonally to offenders.6. Manager must document performance or

behavior that led to punishment.7. Focus attention on the unsatisfactory behavior

or performance, not attitudes or traits.8. When discipline is over, return to usual work

relations.

Positive Consequences of PunishmentEmployees who believe in just world likely to

accept punishment when they violate rules or perform poorly.

When employees observe that another employee has been punished justly, they will rally on side of management.

Punishment informs employees that certain types of conduct will not be tolerated.

Four Types of Difficult PeopleDisgruntled workers are angry and see

themselves as victims.Passive-aggressive workers often express

anger by neglecting to take action.Uncivil workers are very rude.Change resistors tend to live in past and have

difficulty learning new procedures and adjusting to new initiatives.

Tactics for Dealing with Difficult People Combination of tactics usually required to

deal with difficult person. The more ingrained the behavior, the more

difficult to change. 1. Give feedback and stay focused on issues at

hand.2. Use tact and diplomacy.3. Use humor (but avoid sarcasm).

Tactics for Dealing with Difficult People, continued4. Give recognition and attention.5. Listen and then confront or respond.6. Stand fast and do not make unwarranted

concessions.7. Boost the difficult worker’s self-confidence.8. If difficult person is your boss, defend

yourself without a defensive tone.

Dealing with Cynical Behavior Cynicism is negative attitude toward

employer, comprising three dimensions:a. A belief that organization lacks integrityb. Negative affect toward the organizationc. Tendencies toward disparaging and critical

behavior Ignoring cynical comments might work. Demand evidence to support harsh

comments.

TerminationEmployees must be fired for good cause

(legally justifiable or good business reason).Documentation helps avoid wrongful

discharge.According to due process, employees must be

given a fair hearing before being dismissed.Manager should deal with feelings of

coworkers after employee is terminated.

Minimizing Major Errors in Firing1. Never fire an employee when angry.2. Never fire an employee based on second-

party information.3. Be direct and clear in your language.4. Avoid surprises. (For example, poor

performance reviews can take the surprise element out of being terminated.)