Managing Ineffective Performers

1
Chapter 16

• Managing Ineffective Performers

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Factors Contributing to Ineffective Performance

• Employee Related
• Among them are (a) insufficient mental ability
  and education, (b) insufficient job knowledge,
  and (c) poor organizational citizenship behavior.
• Job Related
• Among them are (a) ergonomics problems, (b) poor
  industrial hygiene, and (c) sick building.

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Factors Contributing to Ineffective Performance,
cont.

• Manager related
• Examples include (a) inadequate feedback, (b)
  inappropriate leadership style, and (c) bullying
  behavior.
• Organization related
• Examples include (a) culture that tolerates poor
  performance, (b) negative work group influences,
  and (c) rewards that encourage deviant behavior.

4
The Control Model for Managing Ineffective
Performance

1. Define performance standards (clearly state what
   is expected).
2. Detect deviation from acceptable performance
   (control measures and personal observation are
   useful).
3. Define and assess the cause (diagnose the real
   cause of the problem).
4. Communicate with the substandard performer
   (confront with concern).

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The Control Model for Managing Ineffective
Performance, cont.

• Set improvement goals (those that will correct
  the deviation).
• Select and implement an action plan (any activity
  that will help problem, including the EAP).
• Reevaluate performance after a time interval
  (weekly for big problem).
• Continue or discontinue action plan (back off
  when performance problem is solved).

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Coaching and Constructive Criticism

1. Focus feedback on work and behavior rather than
   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.

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Coaching and Constructive Criticism, continued.

• Give poor performer opportunity to model
  acceptable performance.
• Obtain a commitment to change.
• When feasible conduct some coaching sessions
  outside of performance evaluation.
• Applaud good results.

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Employee Discipline

• Summary discipline is immediate firing based on
  serious offense.
• Corrective discipline gives employee chance to
  change.
• Work group is sometimes shares responsibility for
  discipline.
• Discipline is important at all job levels,
  including executives.

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Progressive Discipline
Confrontation, Discussion, and Counseling
Oral Warning
Written Warning
Suspension or Disciplinary Layoff
Discharge
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Rules for Applying Discipline

• In general, follow red-hot-stove rule. In
  addition
• Specify which punishments will be applied to
  which infractions
• Punish immediately after infraction.
• Punishment should fit bad behavior.
• Apply discipline consistently.

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Rules for Applying Discipline, continued

• Apply discipline impersonally (no exceptions, no
  favorites).
• Document performance or behavior that led to
  punishment.
• When discipline is over, return to normal work
  relations.

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Tactics for Dealing with Difficult People

1. Give feedback and stay focused on issues at hand.
2. Use tact and diplomacy.
3. Use non-hostile humor.
4. Give recognition and attention.
5. Listen, and then confront or respond.

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Tactics for Dealing with Difficult People,
continued

• Stand fast, and do not make unwarranted
  concessions.
• Boost the difficult workers self-confidence.
• With cynics, ignore their comments or demand
  evidence for their cynicism.
• Note Progress will be slow in dealing with
  difficult people including cynics.

14
Termination
Youre fired!
Donald Trump

• Try retraining and counseling first.
• Substantial documentation of substandard
  performance needed.
• Employees must be fired for good cause (legally
  justifiable or business reason).
• Never fire based on second-hand information.
• Be direct and clear in your language.