Individual Behavior and Issues in Organizations: Dealing With Poor Performance, Research Paper Example

One of the most complicated jobs for any manager is dealing with poor performance of his or her employees. For some managers, this is one of the hardest and most dreadful aspects of their job. Nevertheless, when poor performance of the employee is not carefully studied and diagnosed, the associated costs are enormous in lost labor productivity, loss of profit, and risen client dissatisfactions. This research paper investigates poor performance by responding to the following questions:

1. What are the causes of poor performance?
2. What are the remedies of poor performance?

Answering these two key questions will help to investigate, diagnose, and deal with poor performance.

What Are the Causes of Poor Performance

Dealing with “less than fabulous performance is one of the hardest things for most team leaders and managers to face” (Andrews, n.d.). Poor performance could appear because “individuals lack the skills and/or the motivation to achieve the results expected of them” (Armstrong, 2008, p. 201). Neglecting and ignoring poor performance can have an impact on overall team performance because “sadly, poor performance spreads” (Andrews, n.d.).

Holbeche (2005) strongly believes that poor performance is often the outcome of “system limitation, such as being starved of relevant information or having too heavy a workload” (p. 256) rather than abilities or motivation.

For any organization, “the cost of keeping poorly performing employees are very significant” (Johnson, n.d.). The direct costs include the customer discontent, lost sales and damage to the company’s reputation and good name.

Armstrong (2008) supposes that poor performance may arise from poor management. “In enabling high performance, managers have a key role to play” (Holbeche, 2005, p. 264). For understanding the reasons of the performance issue, each manager has “to get to the root of the problem” (Mind Tools, n.d.). Unfortunately, the employee’s poor performance influences the performance of the team and the company as well. In investigating ways to manage under-performance, Holbeche (2005) pays considerable attention to the importance of monitoring performance and assuring feedback.

When realizing the causes of employee’s poor performance, the manager must try to understand whether it is due to a low level of motivation or a deficit of ability. Each manager should keep in mind that he or she must routinely meet with employees in order to “review progress and provide regular feedback” (Mind Tools, n.d.). Mind Tools (n.d.) emphasizes that wrong and incorrect diagnosis can be the reason of difficulties and problems later on. In cases where the manager sees that the employee is not making enough efforts he or she can raise the pressure on the employee’s performance. However, if the real issue is the ability, then the risen pressure can make the situation worse (Mind Tools, n.d.).

Many managers have trouble “addressing issues of under-performance” (Holbeche, 2005, p. 255). They oppose giving truthful and impartial feedback to the employee, rather than taking corrective actions. “More than 70 percent of managers admit that they have trouble giving a critical performance review to an underachieving employee” (Robbins & Coulter, 2009, p. 217). For some managers, a more generalized tactic is to evade the issue, provide average performance ratings at the time of evaluation, or try to move the employee to another part of the organization so that he or she becomes another manager’s problem, Holbeche (2005) emphasizes. Whereas comprehensible, such action is unjustifiable. The author supposes that other employees generally feel pained and offended because of cases where they are carrying harder work content. The reasons of poor performance must be “identified and appropriate actions taken to remedy them” (Holbeche, 2005, p. 255).

According to Mind Tools (n.d.), performance is the purpose and destination of both motivation and ability. The motivation is “the product of desire and commitment” (Mind Tools, n.d.). The ability is the employee’s capability, as well as the coaching and means supplied by the organization. The employee with “100% motivation and 75% ability” (Mind Tools, n.d.) can obtain above average performance. Moreover, the employee with 25% ability will not be capable of performing the way the manager expects from him or her. Motivation and ability always “go together to impact performance, and the most successful performance improvement efforts combine strategies for improving each” (Mind Tools, n.d.). This is the ground for an affirmative and positive atmosphere in the organization, where employees feel encouragement and support.

The employee’s low ability can be related to complex and heavy tasks, “low individual aptitude, skill, and knowledge” (Mind Tools, n.d.), which are the shortfalls of development and perfection over time.

Robbins & Coulter (2009) claims that “managers need to know whether their employees are performing their jobs efficiently and effectively or whether there is a need for improvement” (p. 217). The article from Mind Tools (n.d.) determines that sometimes the cause of employee’s poor performance is low motivation. In cases where this is true, the manager has to work diligently and closely with the employee to develop the environment in which the team can work.

According to Mind Tools (n.d.), “three key interventions may improve people’s motivation”. They are performance goals, performance assistance and performance feedback. Performance goal is the aspect of employee’s performance. The employee must comprehend what is expected of him or her at all times. He or she must agree on the actions required to become a better performer. Performance assistance is the way the manager helps the employees set appropriate tasks and goals. According to Mind Tools (n.d.), the manager must constantly assess the employee capacity, provide support or coaching, and stimulate interaction and cooperation between team members. Performance feedback is the last key intervention, which may improve the employee’s motivation. It shows that after completing specific tasks or doing an everyday job, employees always need feedback. The employee needs to be aware of their performance status “in terms of current performance and long-term expectations” (Mind Tools, n.d.). While providing feedback, managers must bear in mind honesty and openness, and consider timelines and personalized rewards.

Holbeche (2005) found five main causes of why people under-perform. Among them are capability, ignorance, distraction, alienation, and fit (p. 255-256).

According to Holbeche (2005), capability is when the employee lacks the capacity to do what is important or “may have been over-performed” (p. 255). In addition, it can be when the employee has changed the job or in case he or she is not able to “learn fast enough to keep pace with development” (Holbeche, 2005, p. 255). Ignorance is the second cause of why problems in the organization appear. Ignorance is when the employee has been taught what is needed or his or her abilities and skills may not have been improved. Holbeche (2005) determines that distraction, which is the next cause of poor performance, is when an employee has a situation occurring in his or her life that “causes them to take their eye off the ball” (p. 256). While talking about alienation, Holbeche (2005) underlines that it is when the employee is fired but stays the same position. Fit is the final cause of why people under-perform. Fit is when there is a discrepancy between the employee’s personality and the job that he or she is working (Holbeche, 2005, p. 255 – 256).

An article of Andrews (n.d.) has shown eight main tips on dealing with and diagnosing poor performance. For any manager, it is significant to determine “what good performance is and communicate it” (Andrews, n.d.) to the employees. In addition, the manager must control and take stock the performance. Andrews (n.d.) underlines that if the manager is unable to measure performance, he or she is unable to organize and manage it. Next, each manager must understand that there will be an employee who chooses not to listen to the manager. Andrews (n.d.) emphasizes that as soon as the manager finds poor performance, he or she must immediately help the employee with poor performance. The manager must listen to his or her employees. The reason for poor performance on the job often could be problems at home. In this case, the manager and the employee must do their best to find appropriate ways to avoid poor performance.

In his article, Johnston (n.d.) shows five common causes of why managers “fail to address poor performers, the co-workers’ resentment and the team dysfunction”. According to Johnson (n.d.), the first problem is that the manager “feels dependent upon the employee”. The reason of appearing of such a situation is that the employee has an ability to seem necessary and indispensable. The managers are afraid that they will not be able to find another suitable or qualified employee. The second problem is that some managers “confuse discipline with punishment” (Johnston, n.d.). That means that the managers do not want “to be put in the role of a punitive parent or heavy-handed school principal” (Johnston, n.d.). The next problem, described by Johnson (n.d.) is that the manager feels regret and sorry for the current or ongoing problems the employee has. The fourth problem is that the manager has never described to its higher management the situations with the employee, or assured them of how significant the problems are. The last problem described by Johnston (n.d.) is that the manager “feels responsible for the employee’s poor performance” (Johnston, n.d.) and accuses themselves for the mistakes and misfortune of the employee.

Holbeche (2005) underlines that employees need support for doing their work. The employees need feedback on how good they are working and “how they can be even more effective” (p. 263). Employees need to be aware of the outcomes of their work.

Subsequent to understanding the causes of poor performance, it is also important to perform a diagnostic of such performance, and search for adequate solutions and remedies.

What Are the Remedies of Poor Performance

Managers must adhere to standards to evaluate employee performance. When a performance management system is functioning well, it should strengthen the general performance of the employees and organizations, Holbeche (2005) determines. The author underlines that this also helps employees contribute to and promote the organizational purpose, success and fortune. Managers must exercise adequate controlling processes to stay abreast of “actual performance against desired standards” (Robbins & Coulter, 2009 p. 399).

Andrews (n.d.) found that when necessary, each manager and employee must know how to deal with a negative reaction. The author believes that it is important each person to stay composed, easy-tempered and try to hear each other. Moreover, for managers it is significant to be clear, to anticipate realistic compromises, and to control the progress (Andrews, n.d.).

Armstrong (2008) underlines that to specify the awaited outcome, level of abilities and competence needed, are the leadership and manager’s responsibilities. Employee’s performance is also up to the system of his or her work (Armstrong, 2008, p. 201).

Holbeche (2005) determines that one of the means of making the level of performance higher is “to recognize and reward people who are out-performing the norm” (p. 255). The author underlines, that for raising employee’s performance, it is first significant to address his or her poor performance.

More efficient method of addressing the issue is “to prevent the problem occurring in the first place by ensuring that there is a climate of development and responsibility” (Holbeche, 2005, p. 255) described by periodic feedback and coaching.

Holbeche (2005) believes, manage out the employees or search them a “lower-level job which they are capable of doing” (p. 255) are the main remedies of poor performance. As for ignorance, the author believes that training and coaching can help to avoid poor performance. The cure for distraction is to support and encourage the employee. Holbeche (2005) underlines, that the cure for alienation, can be “to set stretching targets so that the individual can rather ratchet his or her performance up, or offer the option to ‘climb on board’ or to go” (p. 256). The cure for the fit is to discover the “kind of work to which he or she is best suited” (Holbeche, 2005, p. 256) and to encourage the employees dignity and force.

Armstrong (2008) supposes that actions can be “taken by the individual, the manager, or both parties” (p. 202). The author found that this could include various steps. Among them are making steps for developing skills and abilities, and changing manners and behaviors. Armstrong (2008) underlines that “the challenge for managers, is that people will not change their behavior simply because they are told to do so” (p. 203). The author also determines that it is important to change attitudes, which is much harder to do than to change manners and behaviors. As described in Robbins & Coulter (2009), Organizational Behavior deals with behavioral issues that are often unforeseen (p.282). Encouragement and guidance are also important and significant steps to increase employee performance. Redesigning the tasks of the job or “jointly developing abilities and skills” (Armstrong, 2008, p. 203) are in addition, very important actions for which the individual and the manager must do.

It is significant for the employee and the manager to figure out whether their actions for improving employee performance have proven successful. Aside from receiving feedback, the employee “should be encouraged to monitor their own performance and take further action as required” (Armstrong, 2008, p. 203).

Johnston (n.d.), while describing five common causes of why managers fail to address poor performers, depicts the solutions to the investigated problems. The solution for the first problem, [when the manager feels dependent upon the employee], is to “look at the big picture”. Managers should understand that it is possible to find other qualified and competent professionals in the organizational field of expertise. The solution for the second described problem, [when the manager confuses discipline with punishment], is to consider special training on improving managerial abilities and skills. Such training can help the managers not only to concentrate on punishing the employees, but gives the employees a chance for taking “personal responsibility for their own behavior” (Johnston, n.d.). The third described problem, [the manager feels regret and sorry for the current or ongoing problems the employee has], Johnston (n.d.) advises the manager to have a talk to the employee and “urge the employee to use support facilities and help with the emotional/psychological aspects of the situation”. The decision for the next problem described by Johnston (n.d.), [the manager has never described to its higher management the situations with the employee], is always inform higher management about an apparent or difficult situation. Human Resources should be involved “as soon as an employee’s performance seems to call for intervention”. It is significant to create a schedule where the manager and the employee can write down the necessary actions for improving the employee’s performance. The solution for the last problem [the manager feels responsible for the employee’s bad performance], is to “learn from your experience – but don’t pay for it” (Johnston, n.d.). The author emphasizes that it is unlikely to predict the problems. Each manager should have an action plan for dealing with poor performance. This action plan must include particular improvement goals so that “progress/improvement can be reviewed at agreed points” (Holbeche, 2005, p. 257).

According to Mind Tools (n.d.), there are five basic methods to rise above performance problems. They are resupply, retrain, refit, reassign and release. Managers must use these methods “in this sequence, which starts with the least intrusive”.

The article from Mind Tools (n.d.) found that resupply “focuses on the resources provided to do the job”. The manager should listen to and personally investigate the employee’s claims. This step is very important to reassure employees that managers provide genuine care and concerns for employee perspectives. Retrain is the method to supply supplementary training and coaching to the employees. The article from Mind Tools (n.d.) found several types of alternative training methods that managers could use such as web-based training and training seminars to maintain employee talent and knowledge. The next described method is refit. The article from Mind Tools (n.d.) underlines that refit is a supplementary method to use when resupply and retrain are not enough. The manager should analyze particular details of the employee’s work and make an effort to combine various abilities, assignments and tasks. The main manager’s task is to “retain the employee, meet operational needs, and provide meaningful and rewarding work” (Mind Tools, n.d.). Reassign is the next method to prevail over performance problems. According to Mind Tools (n.d.), reassign is an alternative method used when refitting or revising the job does not change the appeared situation. Reassignment can lower the request of the role by decreasing the need for technical knowledge, obligation and interpersonal skills. When the previous four methods are not appropriate, the only decision for the organization is to release the employee.

In his article, Johnston (n.d.) underlines that employees and especially employees with poor performance constantly need to communicate with his or her managers for obtaining the feedback of his or her actions and performance. At the same time, managers have to be specific about the modifications they need, and “gain commitment from the employee about specific actions and time frames for which they will be held accountable” (Johnston, n.d.). According to Robbins & Coulter (2009), an effective compensation system is the key to recruit and retain competent and talented individuals, who in turn, will help the organization accomplish its mission and goals.

References

Andrews, A. (n.d.). Dealing with Poor Performance. EvanCarmichael. Retrieved February 18, 2010, from http://www.evancarmichael.com/Franchises/687/Dealing-With-Poor-Performance.html

Armstrong, M. (2008). How to be an Even Better Manager: A Complete A-Z of Proven Techniques and Essential Skills. London, UK: British Library Cataloguing-in-Publication Data.

Holbeche, L. (2005). The High Performance Organization: Creating Dynamic Stability and Sustainable Success. Burlington, MA: Elsevier Butterworth-Heinemann.

Johnston, J. (n.d.).Why people do not get fired: the psychology of discipline avoidance. Retrieved February 21, 2010, from http://www.workrelationships.com/site/articles/performance_management.htm

Mind Tools. (n.d.). Dealing with Poor Performance: Is it Lack of Ability or Low Motivation? Retrieved February 19, 2010, from http://www.mindtools.com/pages/article/newTMM_80.htm

Robbins, S. & Coulter, M. (2009). Management (10^th Ed). Upper Saddle River, NJ: Prentice Hall