Issues in Employee Performance

Issues in Employee Performance Introduction Much research basis its focus on the technical issues that are implicated in employee performance management. However, there are other measures that investigate the common influence of practices as well as context on performance management effectiveness. Employees can be affected in three broad ways namely culture, climate, and the tactical incorporation of human resource management. The problems with employee performance are not only a manager’s problem, but affects the whole staff as well. Resentment and rage from a problematic employee can taint the whole working environment. This would call for action to be taken for an employee affecting the productivity of the organisation.

The first measure to be taken is identifying the problem and finding the reasons behind it.

As a matter of fact, fixing an existing crisis is cheaper than replacing an existing employee. This would cut the cost of recruiting, hiring, as well as training. Performance management is perhaps one of the most controversial topics, and should be treated similar to any other organizational transition. In this case, the managers should respond to incentives schemes when subjectively assessing performance.

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Performance incentive scheme This has the capability to influence employees' compensation along with performance. It is evident that employees are affected by the compensation plan change, basically involved in employee recruitment and retention. In regards to this, it is also evident that a systematic management defines the precise skills required, knowledge, and abilities required (Shields, 2007).

Employee Development Activities An organization that offers employee development activities show that it wants employees to develop (Bruce, 2010). The employees would be able to be efficient, as well as make use of their skills in order to achieve the goals of the organizations. In addition, the employee must be willing to learn in order to develop.

Employee Development Challenges Employee development greatly depends upon the organization culture (Bruce, 2010). If the culture of an organization supports employees, then it will support employees to take part in decision making. This would make them develop, hence increasing their performance. However, this does not come easily; the attitude of top management is also a determining factor. The sincerity and dedication of the top management is as well another determinant. Consequently, if promotion chances are minimal, then employees restrict from participating in the employee developmental activities.

Variables of employee development

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There are five main variables of employee development that may affect the performance of an employee. These include coaching, giving instructions on growth, empowerment, involvement as well as delegation.

Coaching Every employee is entitled to take the responsibility in achieving personal as well as the goals of the organization. When goals are accomplished, then performance improves (Bruce, 2010).

Training and development Training entails the change in behaviour. Every employee has the right to receive training on how to do a particular task. In other words, development can be observed as a long-term process.

Empowerment This is the process of increasing the capacity of the employee. In addition, it provides freedom of work by developing confidence among employees.

Participation Employees should be given a chance to participate in organizations policies, so that they would be able to make excellent decisions.

Delegation If in any case the management delegates authority, then the employees would work in a smooth way, hence achieving organizational goals and increases effectiveness.

The Performance Management Cycle This approach aligns the goals of an individual employee, in regards to business planning. The main benefit of this approach is to help spot issues that can be addressed, basically

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through corrective action (Houldsworth, Jirasinghe & Hay Group, 2006). If the issue is not handled in a professional manner, then this is a risk to the performance and effectiveness of the job output. For instance, the employer must approach the employee and find out if the problem is organization-induced; could be the issue is beyond the control of an employee. In this case, the working environment must be respectful and ensure that there is no supervisory deficiency (Bruce, 2005).

Nonetheless, the problem could solely rest within the employees. In this case, the employer must start a performance improvement process; the employee’s performance issues must be discussed. One should not talk about the employee's poor effort. The employer must also discuss about the expected standards, listing precise occurrences that point up problematic behavior. The cause of the poor performance must also be determined; this could either be lack of motivation in terms of incentives. There could also be factors such as family, financial, or others beyond control. The employee would feel to be part of the organization especially if he/she is asked for solution(s). The employer must come to an agreement with the employee in the actions to be taken and a time frame to implement them (Bruce, 2005). Bruce (2005) also suggests that another meeting should be oorganized to track the progress of the solution.

Persistent pattern This happens when a particular incident is not addressed. If the matter was previously handled, then the employer must realize that this is a serious problem. Investigations must be conducted to managers and those in leadership positions to secure the cause of the problem. The employer is at liberty to place the employee on a performance improvement plan, specifying performance expectations, and consequences for poor performance.

Progressive discipline

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This method attempts to correct areas with insufficiency of work via counseling and warning. These actions are carried out in an appropriate manner in accordance to the employee's behavior as well as the circumstances surrounding that behavior. This disciplinary action provides a positive process of solving problems for the benefit of both the employee along with the manager. In this case, the concerned supervisor or concerned head should that such counseling records are well maintained. This helps modify the work habits of an employee to the expectations set by their organization. If the employee decides otherwise not to change the behavior, then he or she (employee) is responsible for the disciplinary action and not the management. However, if an employee shows improvement, then it is the company’s turn to reward the employee (Bruce, 2005).

Ethics of Progressive Discipline It should be noted that the main purpose of discipline is not to punish, but rather to correct the employee's behavior. However, it is imperative to administer employees’ discipline with impartiality. It is important that a direction letter of “be prepared” immediately after counseling. This helps to clarify on specific points. Employee performance management is not an easy task, thus considered one of the hardest responsibilities. This is simply because there is much at stake (Austin, 1996). Depending on the situation, the employee may receive a notice of discipline at the level of suspension or discharge.

Employee based issues Examples of issued triggered by employees include lack of ability, failure to make an attempt, and or lack of expected skills.

Disciplinary intervention

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This is the point where the employer needs to intervene and offer help to the individual.

This process helps the employee get back onto the job market. The manager must ensure that the main goals are adhered to. These include retaining excellent working atmosphere to the employees, creating a civilized work place, and minimizing legal action taken by employees against the company (Houldsworth, Jirasinghe & Hay Group, 2006). Special circumstances can as well be considered, for instance firing. This can be done if the violation is considered gross, for example theft or spreading classified information about clients. Other violations such as poor performance, poor attendance, or alcoholism, can be dealt with by an expert (Bacal, 2011).

Letter of reprimand This letter contains a summary of a secluded incident of improper work conduct. It is also used to recap preceding warnings. It is mainly used whenever a suspension or dismissal is not required. In this letter, it is stated that future corrective measures may be taken if no improvement is seen.

Suspension This is mainly a serious disciplinary action. This disciplinary action inflicts financial penalty depriving an employee of pay for the suspension period. It is mainly used for serious breach of the organization practices. It takes effect after a violation of issued warnings (Tompkins, 1997).

Demotion This is a serious disciplinary action that involves job level reduction. However, before this action is taken, a full investigation of the situation must be completed with the proper Labor Relations staff. It is mainly taken if there is a problem that relates to a characteristic of the

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higher-level job. It is also important that the employer investigates and finds out that this disciplinary action will resolve the problem.

Dismissal This usually comes after all the corrective measures have taken place. This action terminates the connection between the manager and the member of staff completely. If all corrective measures have been taken, then dismissal is appropriate. In some cases, dismissal can be used for first-time offenders if the offence is of a serious nature (Tompkins, 1997).

Points to consider If an employee refuses to carry out a work order, then this is considered as “demonstration of poor cooperation”. The employer however must communicate the importance of what is being done. The manager must state a significant function for his department and the work at hand.

Every one should get involved in problem-solving to accomplish goals. It is evident that people work to survive; however, money is undoubtedly a motivator. Employees can accomplish great things if they experience principles, recognition as well as involvement. This in turn brings greater productivity and profitability to the organization (Tompkins, 1997). A number of leadership programs focus mainly on assessing leadership styles. They forget that an effective leadership is contributed through the structures put in place in the organization; these structures must support successful leadership in the first place.

Evaluations and Performance An evaluation should consist of performance metrics as well as behavioural metrics. In this case, the evaluation must promote professional excellence from the employees. Examples of

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employee evaluation include communication and decision making skills, interpersonal skills, leadership skills, planning skills, and interacting with external environment.

More often than not, a question arises if the employer should at any time talk about an employee’s disability in a discussion. Generally speaking, it is inappropriate for any employer to discuss about a conduct problem on an employee’s disability. The employee should therefore initiate any dialogue on the role of the disability. The employer on the other hand should discuss any arising setback before it turns out to be extremely severe. This enables the employee to address the employer’s concerns (Bacal, 2011).

Practical Guidance For a productive discussion, the employer should clear with the employee and get to know what the employee needs to do to improve. For example an employee could have deteriorating eyesight and the supervisor knows about it. Nevertheless, the supervisor appreciates the work done by the employee, but is not sure how to handle the situation. The supervisor should recommend something to assist the employee, like magnifying equipment or large print.

Nonetheless, the supervisor cannot force the employee to accept this adjustment.

Employers should provide a rational accommodation that enables employees meet qualification standards. This could be change in the job setting or in the mode things are done.

An employee can state that he/she wants adjustment at work due to a certain condition. In this case, an employer has to provide an accommodation that is favourable.

Example 1: Grace is a sales executive for a phone company. She basically covers two States and travels to each state once every year. All of a sudden, her company decides to increase the number of states to five. Due to her disability, she explains to the supervisor that she cannot deal with this. As a result, she requests that she be allowed to cover her original two States instead of

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five. The company is at liberty to decline this request simply because it conflicts with the company policy. Nonetheless, the company should determine how she can service the additional States. If it is possible, then the company can accept the request.

Performance Appraisal Performance appraisal is focused on the individual performance during an appraisal period. This system is used to evaluate the strengths and weaknesses of an employee, using observations and measurements of performance (Bernardin & Beatty, 1984). Performance ratings can supposedly be used to identify training needs and candidates for promotion or lay-offs. This interview helps the employees as well as the employer to communicate well and develop employees' identification with the organization. Effective leadership holds together a successful shift from traditional performance appraisal to process performance appraisal. In this case, managers ought to learn ways of striking a balance between individual- and team-level leadership.

Process Performance Appraisal This is a unique process that attempts focuses appraisal at group level; this is done by minimizing “individual-level appraisal”. Its main emphasis is on rewarding or punishing individuals in a formal manner. It is also geared towards ratings of personal or behavioral traits related with performance. Furthermore, process appraisal emphasizes actions of continuous improvement and the level to which clients are being satisfied. Here, employees are classified as performing according to expectations or below what is expected in the existing work system. The three possible evaluations could be: Below, within or above the expected performance.

Self-appraisal

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Self-appraisal helps to reduce the hefty task of managers serving as evaluators. Team members are able to track and record their own performance and also take advantage of the guidance. This in turn helps to improve the performance appraisal process.

Peer appraisal Peer appraisal distinguishes very high from very low performers and could be relatively useful for the simplified rating. It also enhances an employee’s motivation to perform in addition to being a part of efforts to advance systems continually.

Team performance appraisal This is usually carried out in group meetings set to discuss improvements of the overall work system. It is aimed at identifying and resolving problems that are connected to performance, which in turn affect the entire work system. As soon as the problems are identified and dealt with, the average level of performance progresses.

Conclusion The most essential aspect in effective management is trust and confidence. These factors can be developed by sticking to the principles of reliability in all work relationships. An employee should be considered to be a valuable asset of any organization because they are responsible for the success or failure of the organization. The report presents the significance of developmental activities, and challenges in employee development. The discussion also shows clearly the relationship between the development variables of an employee and employee performance variable. It is also evident that the performance of an employee greatly affects the success of an organization. Employee performance is the efficiency and productivity that yield from employee development and is considered to be the ultimate determinant of the effectiveness of an organization. Organizational effectiveness is the overall accomplishment of organizational

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goals. Employee performance yields from employee development, whereas individual performance leads to organizational effectiveness. Skill growth refers to the enhancement of skill inventory level; it can be attained through training and coaching.

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References Austin, R. D. (1996). Measuring and managing performance in organizations. New York, NY: Dorset House Publishing.

Bacal, C. (2011). Performance management, second edition. Madison, WS: McGraw-Hill.

Bernardin, H. J. & Beatty, R. W. (1984). Performance appraisal: Assessing human behavior at work. UK: Kent Publications.

Bruce, A. (2005). Perfect phrases for documenting employee performance problems. New York, NY: McGraw-Hills Companies, Inc. Bruce, A. (2010). Perfect phrases for employee development plans. New York, NY: McGrawHills Companies, Inc. Houldsworth, E., Jirasinghe, D. & Hay Group (2006). Managing and measuring employee performance. Philadelphia, PA: Kogan Page Limited.

Shields, J. (2007). Managing employee performance and reward: Concepts, practices, strategies.

UK: Cambridge.

Tompkins, N. C. (1997). Managing employee performance problems. Seattle, WA: Crisp.