EMPLOYEES POOR PERFORMANCE MANAGEMENT
How an individual’s poor performance affects the team as a whole.
A team is comprised of several individuals who have a common goal of accomplishing a particular task. Each in the group has a role to play, and he or she will significantly contribute to the success or failure of the team as a whole. The time allocated to complete a task by a given team will require the effort of all the members of that group to work with the timeline given without working out of the given plan. The tasks and duties assigned to the individuals must be done on time and in an excellent manner to meet the objectives as stipulated during the formation of the team (Fulk, Bell, and Bodie, 22).
John Adair came up with a model that revolves around three circles which are a concern for any leader who aims at attaining success in his or her reign (Braun, Avital and Martz, 182). These circles include the individuals who come together to form a team. The team is entitled to accomplish specific goals which can only be realised if there are tasks that are assigned to the group. The tasks are in place to ensure that the team gets challenged and be determined to complete those tasks for them to realise their goals.
If one of the individuals in the team registers a poor performance, it translates to reflect on the overall performance of the team. The results that the team will record will reflect the performance of each within the group, and therefore, poor performance by an individual leads to poor performance of the entire team (Scerbo, 70).
Poor performance management.
As a manager of a company, there calls a need to establish whether the staff one is working with meets the standard of performance which will lead to the achievement of the set targets. What the employer terms as poor performance is when discrepancies exist between what the employer sets as standards that gauge the quality of work done by the employee, but the employee renders services that fall short of the employer’s expectations.
In such a scenario, it calls for the employer to enact disciplinary actions to the employee as mandated by the employment contract which may include measures such as deduction of the payment or even termination of the agreement. However, there may be cases where the employee requires specific training to make him or her capable of carrying duties effectively as assigned by the employer. Training equips the employees with the necessary skills needed to accomplish particular responsibilities in a job environment with much ease and on time.
Working with employees to identify the performance gap.
The manager should ensure that he identifies the causes of the poor performance by the subordinates. As a manager, it is crucial to hold several meetings with the employees so that a manager can identify the various reasons as to why the performance does not meet the recommended standards. Managers will interact with employees who seem to have their performance deteriorating so that they can scrutinise the situation (Randall, R. and Sharples, 44).
In such a case, the employees will be asked in an open meeting whether the skills that they possess are sufficient to handle the various responsibilities entitled to them. The change in the working conditions can also be a significant cause of the poor performance by the employees. If the conditions imposed by the manager are challenging to work under them, then there is a requirement that the terms be changed to suit the employees.
The manager should also be keen to check whether there is a change in the altitude and the behaviours of the employees. It is also essential that there is a close relationship with the employees to ask them whether they have personal problems that may cause them to render poor performance. Time management is a significant area that makes the employees have a poor performance which means that they spend more time on the trivial tasks which require a later time to be accomplished.
Identifying and agreeing on the improvements needed in the workplace.
The employees who have insufficient skills to perform their duties are scheduled to attend some training programs that will help them improve their abilities to tackle their obligations. These programs will require a trainer who is familiar with the industry who portrays a lot of professionalism in the technical skills needed to perform a given task. By the end of the raining, the employees should display improvement in the way they handle their tasks ensuring that they are fully equipped and able to apply these skills (Elnaga, A. and Imran, 140).
Time management is an important aspect when dealing with the performance of an individual employee. When an employee dwells too much on a specific task that is not a priority at the moment, he or she will not be able to give quality service translating to poor performance (Guest, 7). Employees will then be trained on how to manage their time and to prioritize the roles that they are to carry out.
Working conditions can profoundly affect the performance of the employees as they will perform excellently under improved conditions (Altaf and Awan, 95). Overloading the employees at times may make them carry out their tasks in a hurry, offering poor results in the end.
Action plan
The action required
Reasons for the requirement
When will it be addressed
How will it be addressed
Where will it take place
Who is responsible
Date of reviewing
Employees technical skills
Employees lack the technical skills
31st Jan 2019
Through having a workshop
The company’s meeting room
The supervisors
26th Feb 2019
Working conditions
The employees need conducive conditions
17th Jan 2019
Reduce the number of tasks per employee
In the workplace
employees
27th Jan 2019
Time management
Employees spending too much time on tasks that are not a priority
1st March 2019
Having a work schedule and incorporating the use of job cards
In the workplace
employees
24th April 2019
Explain why and how to monitor progress, including how to record action plan achievements
To improve the performance of the employees, a record is kept so that the manager can evaluate whether there is an improvement after the action has been implemented. To do this, the managers can keep track of the performance of the employees daily as they embark on the various activities that will help them improve their performance (Phillips, 235). An improvement on the production is evidence that the employees are incorporating what they are have been learning and are willing to accept the changes made to make their working environment favourable. If the action taken improved the employees to the intended level, then it is evident during the review. A refresher should be considered if the standards of performance are still calling.
Decide at which point disciplinary or capability procedures should be invoked and how this can be done.
Employees at the end of the scheduled actions should show some improvement and work to the satisfaction of the manager. However, this may not be the case every time, and in this case, an action should be taken to the employee who shows slow improvement. Such employees may either be unwilling to work or incapable of performing their tasks (Batt and Colvin, 701).
In such a situation, the employer may decide to take disciplinary actions against the employees. These actions include deduction of the payment due to poor execution of the duties by the subordinate. The manager may also terminate the contract of the employment as indicated in the employment contract (Soss, Fording and Schram, 210).
References
Altaf, A. and Awan, M.A., 2011. Moderating effect of workplace spirituality on the relationship of job overload and job satisfaction. Journal of business ethics, 104(1), pp.93-99.
Batt, R. and Colvin, A.J., 2011. An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance. Academy of Management Journal, 54(4), pp.695-717.
Braun, F.C., Avital, M. and Martz, B., 2012. Action-centred team leadership influences more than performance. Team Performance Management: An International Journal, 18(3/4), pp.176-195.
Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European Journal of Business and Management, 5(4), pp.137-147.
Fulk, H.K., Bell, R.L. and Bodie, N., 2011. Team management by objectives: Enhancing developing teams’ performance. Journal of Management Policy and Practice, 12(3), pp.17-26.
Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp.3-13.
Phillips, J.J., 2012. Handbook of training evaluation and measurement methods. Routledge.
Randall, R. and Sharples, D., 2012. The impact of rater agreeableness and rating context on the evaluation of poor performance. Journal of Occupational and Organizational Psychology, 85(1), pp.42-59.
Scerbo, M.W., 2018. Theoretical perspectives on adaptive automation. In Automation and human performance (pp. 57-84). Routledge.
Soss, J., Fording, R. and Schram, S.F., 2011. The organization of discipline: From performance management to perversity and punishment. Journal of public administration research and theory, 21(suppl_2), pp.i203-i232.