Outstanding employee performance is necessary for the positive growth of a company or organization. Various factors can influence employee performance. For instance, this paper analyses a case involving Jim whose performance might have been influenced by his lateness which has changed over the last nine months. This paper will examine employee conversations on poor performance and how to address it. Additionally, it will give suggestions to improve the performance of an employee without reprimanding.
To address employee performance, one ought to have an expressive dialogue with them. In Jim’s situation, politely approaching him without bashing him for his poor performance will enable him to open out and disclose the problem. It is necessary to recognize his past performance, such as coming early and praise him. Before the meeting, Jim is required to reflect on his performance in general. Describing to the employee what has been observed over the period will help identify the root cause. Jim should be notified of his new behavior and the negative impact it is causing. Drawing from these discussions, the manager can, therefore, explain why the employee needs to change their behavior. Jim should be allowed to give ideas on how he is going to remedy the problem. Encouraging employees to talk generates feedback on evaluation and outlying issues (Clifford, 1999) .
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A human resources manager should seek to identify external factors affecting their employee’s performance. These are personal issues outside the work environment that may influence the functioning of a worker. The conversation ought to examine if some of these factors can be addressed or not. Regarding Jim’s situation, the intention will be to find out what is bothering him, making him show up to work late. Observing from his past excellent performance, it is crucial to identify the changes that have caused his performance to deteriorate. For instance, could he be facing stress due to an existing situation at home, which may cause him not to give his duties enough concentration? If the cause of the problem requires the worker to be out of the office so that they can address their issues, it would be necessary to offer them a short break. The expectation when Jim returns from leave would be to improve his work, which has to be communicated by the human resources manager.
Tackling internal factors in the workplace enables one to address an employee’s performance. Give the employee a chance to state the workplace factors that are affecting their productivity without emotional confrontation. A performing worker may result in poor performance if they feel that their efforts were not recognized or due to exhaustion (Bakker, 2008 . When a worker’s labor is accepted, they feel motivated to increase their output hence stemming good performance. Jim may have felt that his good work was not acknowledged. This might have caused a change in behavior therefor coming late to work was a form of protest. Conveying to Jim, the significance of his work to the organization’s mission will help him understand the value of his work hence inspire him to put more effort into his work.
To resolve an employee’s performance, one needs to empathize with them. The employee’s output may reduce due to the inability to perform a particular task. Jim could have been assigned a particular task that he can’t handle and it makes him feel embarrassed to ask for assistance. Understanding this aspect will help deliberate on the tasks he can be assigned to maximize his production and confidence. It also reveals if there is a need for additional training or support in case of work overload.
To improve the performance of an employee after appraisal, it is of importance to draft out a plan. The plan should consist of what the employee will achieve. Involving Jim in setting realistic targets will increase his willingness to achieve them. The strategies to meet these targets should be outlined and above develop measurable actions in agreement. For motivation purpose, the manager and Jim should agree on the rewards for improvements made. Subsequently, there is a need to make follow-ups after agreeing on improving performance, and so the consequences of defiance have to be established.
Conclusion
The output of workers depends on diverse factors. It is necessary to take considerations of these elements to improve the performance of an underperforming worker. When the human resources manager and the employee are aware of this, they can in collaboration work towards solving the problem. The employee ought to admit that they are not executing their duties to expectation and seek assistance so that they can be helped.
References
Bakker, A. B., & Schaufeli, W. B., (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior , 29 (2), 147-154.
Clifford, J. P., (1999). The collective wisdom of the workforce: Conversations with employees regarding performance evaluation. Public Personnel Management , 28 (1), 119-155.
