1. Managing Ineffective Performers
Chapter 16
Managing Ineffective Performers

2. 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.

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

5. 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).

6. Coaching and Constructive Criticism
Focus feedback on work and behavior rather than attitude and personality.
Be timely with negative feedback.
Listen actively and empathize.
Ask good questions.
Engage in joint problem solving.
Offer constructive advice.

7. 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.

8. 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.

9. Progressive Discipline
Confrontation,
Discussion, and
Counseling
Oral Warning
Written Warning
Discharge
Suspension or
Disciplinary
Layoff

10. 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.

11. 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.

12. Tactics for Dealing with Difficult People
Give feedback and stay focused on issues at hand.
Use tact and diplomacy.
Use non-hostile humor.
Give recognition and attention.
Listen, and then confront or respond.

13. Tactics for Dealing with Difficult People, continued
Stand fast, and do not make unwarranted concessions.
Boost the difficult worker’s 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 Try retraining and counseling first.
You’re 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.