Managing

Ineffective

Performers

By S . Roshan Fall 2013

Ineffective Job Performance

Ineffective Job Performance :

Performance that does not meet standards for

the position and lowers productivity below an

acceptable standard.

Ineffective Job Performance

Ineffective performers

lower organizational performance

directly

not accomplishing their fair share of

work

lower organizational

productivity indirectly

decrease the productivity of their

superiors by consuming

managerial time

coworkers must take over some of the

ineffective performer’s tasks

What are the reasons?

1. The Employee

2. The Job

3. The Manager

4. The Organization

4

The Employee

1. Insufficient ability, education or job knowledge

2. Job stress or burnout

3. Low motivation and loafing

4. Excessive absenteeism and tardiness

5. Emotional problems or personality disorder

6. Addiction

7. Conducting outside business on the job

8. Family, personal, and financial problems

9. Physical limitations

10. Poor organizational citizenship behavior

Organizational citizenship behavioris employee behavior that is discretionary and typically not recognized or rewarded but which nevertheless helps the organization

The Job

• Ergonomics problems and repetitive motion disorder

• Repetitive, physically demanding job

• Built-in conflict

• Night-shift work assignments

• Substandard industrial hygiene

• A “sick” building

The Manager

Inadequate communication about job responsibilities

Inadequate feedback about job performance

Inappropriate leadership style

Negative and untrusting attitude

Bullying or intimidating manager

The Organization

Organizational culture that tolerates poor performance

Poor ethical climate

Counterproductive work environment

Negative work-group influences

Intentional threats to job security

Workplace harassment in general

A compensation/reward structure that encourages deviant behavior

Solution

The Control Model

Employee Discipline

Dealing With

Difficult People

The Control Model

8. Continue or Discontinue the Action Plan

7. Reevaluate Performance after a Time Interval

6. Select and Implement an Action Plan

5. Set Improvement Goals

4. Communicate with the Substandard Performer

3. Define and Assess the Cause

2. Detect Deviation from Acceptable Performance

1. Define Performance Standards

Step 1:

Define Performance Standards

Step 2:

Detect Deviation from Acceptable

Performance

Step 3:

Define and Assess the Cause

Step 4:

Communicate with the Substandard

Performer

Step 5:

Set Improvement Goals

Step 6:

Select and Implement an

Action Plan

Step 7:

Reevaluate Performance after a

Time Interval

Step 8:

Continue or Discontinue the

Action Plan

The Control Model

Clearly define what is expected of employees.Commonly established by such means as job descriptions, work goals and formal discussions of what is to be accomplished in a position.

Personal observation plays a key role in detecting ineffective performance

A discussion with the employee (the next step in the control model) may be necessary to reveal the major cause of the problem.

Sometimes a simple discussion Sometimes a confrontation

Step 1:

Define Performance Standards

Step 2:

Detect Deviation from Acceptable

Performance

Step 3:

Define and Assess the Cause

Step 4:

Communicate with the Substandard

Performer

Step 5:

Set Improvement Goals

Step 6:

Select and Implement an

Action Plan

Step 7:

Reevaluate Performance after

a Time Interval

Step 8:

Continue or Discontinue the

Action Plan

The Control Model

A goal that, if attained, will correct unacceptable deviation from a performance standard

Managerial Actions and Techniques

• Coaching• Closer supervision• Reassignment or transfer• Motivational techniques• Corrective discipline• Lower performance standards

Organizational Programs

•Employee assistance programs (EAPs)

•Wellness programs•Career counseling and

outplacement•Job redesign

The greater the performance problem, the more frequent the reevaluations of performance should be.

• Formal and Informal Reviews• Positive Reinforcement and Punishment

The feedback component of the control process

Step 1:

Define Performance Standards

Step 2:

Detect Deviation from Acceptable

Performance

Step 3:

Define and Assess the Cause

Step 4:

Communicate with the Substandard

Performer

Step 5:

Set Improvement Goals

Step 6:

Select and Implement an

Action Plan

Step 7:

Reevaluate Performance after a

Time Interval

Step 8:

Continue or Discontinue the

Action Plan

The Control Model

Confrontation

Coaching and Constructive Criticism

Coaching is a method for helping employees perform better, which usually occurs on the spot and involves informal discussions and suggestions.

Constructive Criticism is a form of criticism designed to help people improve.

Coaching and Constructive Criticism

1) Focus feedback on what is wrong with the work and behavior rather than the employee’s attitude and personality

2) Be timely with negative feedback

3) Listen actively and empathize

4) Ask good questions

5) 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) When feasible, conduct some coaching sessions outside of the performance evaluation

10) Applaud good results

Employee Discipline

Discipline is punishment used to

correct or train.

Summary discipline is the

immediate discharge of an employee

because of a serious offense.

Corrective discipline allows

employees to correct their behavior

before punishment is applied.

Employee Discipline

Progressive discipline is the step-by-step application of corrective discipline

Confrontation

Discussion

Counseling

Oral Warning

Written Warning

Suspension or Disciplinary Layoff

Discharge

All employees should be notified of what punishments will be applied for

what infractions

Discipline should be applied immediately after the infraction is

committed

The punishment should fit the undesirable behavior

Managers should be consistent in the application of discipline for

each infraction

Disciplinary remedies should be applied impersonally to offenders

Documentation of the performance or behavior that led to punishment

is required

When the discipline is over, return to usual work relations

Rules For Applying Discipline

Employee Discipline

Positive Consequences of Punishment

A key factor in whether punishment is beneficial is the

employee’s belief in a just world.

Employees who believe in a just world accept punishment

when they violate rules or perform poorly.

Other employees may desire that a rule violator be

punished because it fits their sense of justice.

Just punishment also informs employees that certain types

of misconduct will not be tolerated.

Dealing With Difficult People ,Including

Cynics

Disgruntled workers

Passive-Aggressive

workers

Uncivil workers

Change resisters

Difficult person is An individual whose personal characteristics disturb other people.

Give feedback about the difficult behavior and stay focused on the issues at

hand

Use tact and diplomacy

Use humorGive

recognition and attention

Listen and then confront or

respond

Stand fast and do not make unwarranted concessions

Boost the difficult

worker’s self-confidence

Tactics for Dealing with Difficult

People

Cynicism is usually expressed by finding something negative about even the best intentions of others.

Dealing with Cynical Behavior

Solution

Ignore cynical comments and move on to another subject

Demanding evidence to support harsh comments

Termination

Termination is the process of

firing an employee because of

poor job performance,

unacceptable behavior or

interpersonal problems.

Termination is considered part of

the control process because it is a

corrective action

Every feasible alternative such as

retraining and counseling should

be attempted before termination.

Termination

Document carefully the substandard performance that led to the termination

Never fire an employee when you are angry

Never fire anyone based on second-party information

Be direct and clear in your language

Avoid surprises

Thank You For Your Attention