Managing Ineffective Performance

Corrective actions for ineffective performers are divided into managerial actions and techniques, and organizational programs. Managerial actions include close supervision and corrective discipline. Organizational programs include career counseling, outplacement, and job redesign (previously discussed). Businesses today may use counseling and constructive criticism to deal with poor performers. As a formal discussion, counseling includes criticism, in order for the low-performer to understand the problem, and strive towards its solution, by developing his or her potential. The challenge from the company's side is to use a skillful manager to perform this kind of help, and to balance the situation of the unsatisfied company and the stressed employee.

Avoiding termination procedures, operations may seek to redesign the job or replace the employee, in a different area that suits him/her better. Job satisfaction is then enhanced, as the employer is knowledgeable of the company's actions regarding his/her well-being and has the opportunity of successfully develop.

Finally, empowerment can increase employees' performance levels. This is explained in terms of allowing employees greater freedom, autonomy and self-control over their work, and responsibility for decision-making. Empowerment takes a variety of forms and managers frequently have different intentions and organizations differ in the degree of discretion with which they can empower employees and its popularity has been driven by the need to respond quickly to customer needs, to develop cross-functional links to take advantage of opportunities that are too local or too fleeting to be determined centrally. Better morale and compensation for limited career paths are other advantages. Potential difficulties include the scope for chaos and conflict, the breakdown of hierarchical control, a lack of clarity about where responsibility stops and demoralization on the part of those who do not want additional authority. Successful empowerment will require feedback on performance from a variety of sources, rewards with some group component, an environment tolerant to mistakes and a widely distributed information system.

Kadence Buchanan writes articles on many topics including Society, Real Estate, and Business

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