S2 11 marginal performer

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S2 11 marginal performer

  1. 1. Marginal Performer Group 11 Harshavardhan Chinchore (FT 12279) Pranav Gopal Jha (FT 12238) Rajiv Garg (FT 12245 Siddharth Sureka (FT 12258) Smruti Rekha Padhy (FT 12261
  2. 2. What do you think Strom should do? Address marginal performance early Document all evidence relating to that Nyageri’s low performance level : Poor audit rating Failure to meet deadlines Poor overtime control Failure to conduct performance appraisals Poor staff administration Full use of sick leave Schedule performance review meetings with the Nyageri Be prepared to take appropriate action
  3. 3. How can Nyageri be made a better performer? Avoid referring to the situation beyond the impact it has on his performance Engage the Nyageri in the discussion to obtain his perspective on the matter and clear misconceptions Nyageri’s Perception : Banking environment was one that did not pay well Very little recognition for the work Branch manager had been insensitive to his needs Branch manager was “unreasonable” to expect so much of him Not yet adjusted to the new results oriented approach and appeared to resent the new system of performance appraisals Limit the discussion to job related issues Follow steps as discussed in slide 6
  4. 4. What do you think leads to this sort ofsituation? Burnout and stress. Whether company practices and culture reward marginal performance. If financial incentives and bonus payments are based on being present -- company may inadvertently be rewarding low levels of performance Addiction or alcoholic behavior
  5. 5. Do you think Strom from her position asManager would be able to do something? Yes Develop and set specific expectations and standards Closely monitor performance Assign a “mentor” Give specific and timely feedback Consider training, where appropriate Provide work assignments that build confidence Help Nyageri plan and prioritize his work Determine if the performance problem is a result of Nyageri’s domestic problems

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