4. Factors Contributing to Ineffective
Performance
The Employee
The Job
The Manager
The Organization
4
5. The Employee
Deficiency in the problem solving and communication Low
motivation
Due to inadequate training and past experiences, the employee has
little knowledge about his/her job.
Frequently absent and late for work.
Alcoholism and Drug addiction
Family and personal problems
stress
5
6. The Manager
Does not provide enough information about the job responsibilities
Does not provide feedback about the employee, s job performance.
The manager leadership style is not what the employee needs, for
example the employee needs supervision and guidance, the manager
leaves him with too much freedom.
The manager lowers the employee self-esteem by bullying, insulting
and yelling at the employee
6
7. The Job
If the job is dull and needs constant physical effort, which
results boredom and weariness. Job stress due to the
conflicts in the job itself.
Overtime, night shifts
A stressing uncomfortable environments/ ambiance at the job,
for example, noise and disturbing temperature
Job Insecurity
7
8. The Organization
If the organization culture does not take action against poor
performance, employees are inclined to work poorly.
Proper tools, budget, and control are not available or provided
to the employee to perform his/ her job.
Group pressure that affect the performance negatively. The job
does not provide the security needed to satisfy the employee’s
hierarchy of needs.
The organization is subject to or has witnessed violent
behavior and threats
Job insecurity
8
10. Remedy for Ineffective Performance
3
Employee
Discipline
2
4
Dealing with
Difficult
People
Termination
1
Control Model
for Managing
Ineffective
Performance
10
11. Control Model
1. Define
Performanc
e Standards
2. Detect
deviation
from
acceptable
performance
3. Define
and Access
the Cause
4.
Communicate
with the
subordinate
performer
5. Set
Improvement
Goals
6. Select
and
Implement
as action
plan
7.
Reevaluate
performanc
e after a
Time
interval
8. Continue
or
Discontinue
the Action
plan
11
13. Dealing with Difficult People
Besides subordinates, there is a class of employees that may perform
adequately yet to be wasting management’s time as well as that of
coworkers.
At times their performance slips down the standard, because they divert
their energy from accomplishing work.
A person in this category is often referred as difficult person, an individual
personal characteristics disturb other people.
Difficult people are such a drain on productivity and personnel wellbeing
that they are the subject of study in both the business press and research
journals.
13
14. Tactics for dealing with the
difficult People
Give feedback about the difficult behavior and stay focused on the issues at hand.
Do not react specifically to the problem maker’s antics but stay focused on work
specific issues. Describe the behavior you want changed and explain why the
behavior is disruptive.
Use tact and diplomacy .For example, as you confront a team member, point out
one of his or her strengths.
Use humor. The humor should point to the person unacceptable behavior but
should not belittle him or her.
Give recognition and attention.
14
16. Termination
When corrective actions fail to improve ineffective performance an
employee is likely to be terminated
Poor job performances
Unacceptable behavior
Interpersonal problems
Must be kept as a last solution
Employee should be clear about termination conditions
16
18. Summary and Conclusions
The management of poor performance is a challenge to any organization. It
possess a serious threat to any organization
Ineffective Performance is an issue that worries managers and employees
alike. It is concern to senior managers because it is a measure of how
effectively the organization is led
The control model for improving ineffective performance should be
implemented in an organization
To set improvement goals that have the same characteristics as other
objectives
Managers have to maintain a good and valuable relationship with the
employees.
18
19. 19
If you don’t perform, you
don’t deserve to get paid.
Gerry Hervy.
Founder: Hervy Norman.