An employee being burdensome can have a great effect on the facility ( Baard et al., 2004) . This is because it affects how the other employees perform since they watch how the other person’s issues are handled and also because clients receive substandard service, which may lead to losing them. The course of action I take in addressing William’s behavior is therefore very crucial to the department and the whole facility.
Engaging in a dialogue to express the concerns raised by everybody and giving a last warning may bring William back on course ( Yankelovich, 2001) . Even though discussions have been conducted earlier concerning William’s attitude and performance, this one is to serve as a warning and also as one to give a chance to William to explain his frustrations. By giving William a chance to express himself, I get to empathize with him and I also get to address the problem in a way he can relate to best. A warning also helps William realize the seriousness of the situation and this might help him change. Considering other discussions have been done before, William may look at these as any other discussion he usually has which may make this option inappropriate. This choice solves the problem if William takes the discussion seriously and no other action will be needed thereof.
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Involving another physician may be of help. William may feel that his colleague empathizes with him. Considering William’s ambitions to be head of department, he may have a negative attitude towards me and therefore may not heed my words. Coming from someone he works with every day, he may understand why he needs to stop his behavior and it me permanently solve the problem. Having a discussion with his colleague also helps William open up more since he might not be comfortable discussing delicate subjects with me like alcoholism. No other decision will be needed after this if William changes.
Since William had a desire to head the department, a position that was given to me even after I joined the facility later than he did, he may harbor hard feelings. This therefore can be mitigated by appreciating William for what he does and how long he has served the facility ( Lynch et al., 1999) . The action may be a very little step but may make a great difference for William and his performance consequently. There may be a need for a discussion with William first so as to understand fully if that may be part of the reason for the negative attitude in the workplace.
Forwarding William’s case to higher authority is an alternative to discharging him. This move shows William the extent of his actions and how much effect they have. Being forwarded to higher authority is usually the last resort after all options available have been explored and have failed. This course of action is quite drastic but may be the push William needs to realize how badly he is performing. No other decisions are needed to be made since all is left for the higher authority.
The best course of action to take would be involving William’s colleague. This is because discussions with me before have not been fruitful and getting to the route of the matter may need getting William comfortable to open up and lay everything on the table. However, care needs to be taken for William’s personal information not to be discussed with his other colleagues since the above could breach his privacy rights ( Pfeffer, 2005) . Other decisions may be needed to be made but it will be worth it if he opens up. The steps required to implement the decision include:
Identifying an employee close to William and that would relay information the right way.
Discussing with the colleague William’s work performance over the years and contents of discussions you’ve had with William before.
Letting the discussion take place
Following up on the discussion and implementing anything that needs to be implemented by the management.
To follow up on implementation, I would have a dialogue with William to know whether there is a change of attitude, interview other staff on possibility of changes and taking any course of action recommended by the colleague that engaged in a discussion with William. In case a discussion with a fellow employee fails to work, I would forward William’s case to higher authority or discharge him.
References
Baard, P. P., Deci, E. L., & Ryan, R. M. (2004). Intrinsic need satisfaction: A motivational basis of performance and weil‐being in two work settings. Journal of applied social psychology , 34 (10), 2045-2068.
Lynch, P. D., Eisenberger, R., & Armeli, S. (1999). Perceived organizational support: Inferior versus superior performance by wary employees. Journal of applied psychology , 84 (4), 467.
Pfeffer, J. (2005). 19 Seven Practices of Successful Organizations. Operations Management: A Strategic Approach , 224.
Yankelovich, D. (2001). The magic of dialogue: Transforming conflict into cooperation . Simon and Schuster.
