1. CHAPTER 16 Managing Ineffective Performers Andrew J. DuBrin Essentials of Management, 6/e South-Western College Publishing Copyright © 2003 Screen graphics created by: Jana F. Kuzmicki, PhD, Christian Brothers University

2. PP T 16.1 After reading this chapter, you should be able to: 1 Identify factors contributing to poor performance. 2 Describe the control model for managing ineffective performers. 3 Know what is required to coach and constructively criticize employees. 4 Understand how to discipline employees. 5 Develop an approach to dealing with difficult people, including cynics. 6 Explain the recommended approach to terminating employees.

3. PP T Factors Contributing to Ineffective Performance Related to Manager u Inadequate communication about job responsibilities u Inadequate feedback about job performance u Inappropriate leadership style u Intimidating manager Related to Organization u Organizational culture that tolerates poor performance u Counterproductive work environment u Negative work group influences u Sexual harassment Adapted from Exhibit 16.1 Related to Employee u Insufficient mental ability, education, or job knowledge u Job stress u Low motivation u Technological obsolescence u Drug-related addiction u Family or personal problems Related to Job u Ergonomics problems u Physically demanding, including heavy travel u Built-in conflict u Substandard industrial hygiene u A “sick” building 16.2

4. PP T The Control Model for Managing Ineffective Performers Adapted from Exhibit 16.3 1. Define performance standards 2. Detect deviation from acceptable performance 3. Define and assess the cause 6. Select and implement action plan 5. Set improvement goals 4. Communicate with substandard performer 7. Re-evaluate performance after time interval 8. Continue or discontinue action plan 16.3

5. PP T Corrective Actions for Ineffective Performers u Coaching u Closer supervision u Reassignment or transfer u Use of motivational techniques u Corrective discipline u Temporary leave u Lower performance standards u Job rotation u Employee assistance programs (EAPS) u Wellness programs u Career counseling and outplacement u Job redesign u Training and development programs Organizational Programs Managerial Actions and Techniques Adapted from Exhibit 16.4 16.4

6. PP T Suggestions to Improve a Manager’s Coaching Skills 1. Focus on what is wrong with the work and behavior, rather than the employee’s attitudes and personality 2. Listen actively 3. Ask good questions 4. Engage in joint problem solving 5. Offer constructive advice 6. Give the poor performer an opportunity to observe and model someone who exhibits acceptable performance 7. Obtain a commitment to change 8. When feasible, conduct some coaching sessions outside of the performance review 16.5

7. PP T Steps in Progressive Discipline Confrontation, Discussion, and Counseling Oral Warning Written Warning Suspension or Disciplinary Layoff Discharge Adapted from Exhibit 16.5 16.6

8. PP T Use humor Take the problem person professionally, not personally Stand fast and do not make unwarranted concessions Listen and then confront or respond Use tact and diplomacy Stay focused on issues at hand Give recognition and attention Tactics for Dealing with Difficult People 16.7

9. PP T Terminate or Provide Additional Counseling? Has employee received adequate information or training? Does employee have an understanding of the seriousness of the problem? Could termination be tied to employee’s protected minority status? Has employee had adequate time to correct the problem? Could decision be related to employee’s exercise of his/her rights? Are there any compelling reasons to keep employee? Retain employee. Prepare for counseling interview. Can employee be retrained? Would a written warning be better? Review decision with legal counsel. Would a written warning be better? Review decision with legal counsel. Dismiss employee. Yes No 16.8