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Management of Ineffective
Performance
NIAZ MUHAMMAD
MSNE-46
1
Pakistan Institute of Engineering And Applied Sciences,
Islamabad.
Presentation Layout
? Introduction
? Factors Contributing to Ineffective Performance
? Materials and Methods
? Summery and Conclusions
2
Ineffective Job Performance
Performance that does not meet standard
for the position and lower productivity
below acceptable standard.
3
Factors Contributing to Ineffective
Performance
? The Employee
? The Job
? The Manager
? The Organization
4
The Employee
? Deficiency in the problem solving and communication Low
motivation
? Due to inadequate training and past experiences, the employee has
little knowledge about his/her job.
? Frequently absent and late for work.
? Alcoholism and Drug addiction
? Family and personal problems
? stress
5
The Manager
? Does not provide enough information about the job responsibilities
? Does not provide feedback about the employee, s job performance.
? The manager leadership style is not what the employee needs, for
example the employee needs supervision and guidance, the manager
leaves him with too much freedom.
? The manager lowers the employee self-esteem by bullying, insulting
and yelling at the employee
6
The Job
? If the job is dull and needs constant physical effort, which
results boredom and weariness. Job stress due to the
conflicts in the job itself.
? Overtime, night shifts
? A stressing uncomfortable environments/ ambiance at the job,
for example, noise and disturbing temperature
? Job Insecurity
7
The Organization
? If the organization culture does not take action against poor
performance, employees are inclined to work poorly.
? Proper tools, budget, and control are not available or provided
to the employee to perform his/ her job.
? Group pressure that affect the performance negatively. The job
does not provide the security needed to satisfy the employee’s
hierarchy of needs.
? The organization is subject to or has witnessed violent
behavior and threats
? Job insecurity
8
Effects on Organization
Ineffective
Performance
Lowers
organizational
ability directly
Not Accomplishing
their Fair Share of
Work
Decrease the
Productivity of
Superiors by
Consuming their
Managerial time
Lowers organization
ability indirectly
Some of their Tasks
have to be Overtaken
by the Coworkers
9
Remedy for Ineffective Performance
3
Employee
Discipline
2
4
Dealing with
Difficult
People
Termination
1
Control Model
for Managing
Ineffective
Performance
10
Control Model
1. Define
Performanc
e Standards
2. Detect
deviation
from
acceptable
performance
3. Define
and Access
the Cause
4.
Communicate
with the
subordinate
performer
5. Set
Improvement
Goals
6. Select
and
Implement
as action
plan
7.
Reevaluate
performanc
e after a
Time
interval
8. Continue
or
Discontinue
the Action
plan
11
Employee Discipline
Confrontati
on
Discussion
and
Counseling
Oral
Writing
Written
writing
Suspension
or
Disciplinary
layoff
Discharge
12
Dealing with Difficult People
? Besides subordinates, there is a class of employees that may perform
adequately yet to be wasting management’s time as well as that of
coworkers.
? At times their performance slips down the standard, because they divert
their energy from accomplishing work.
? A person in this category is often referred as difficult person, an individual
personal characteristics disturb other people.
? Difficult people are such a drain on productivity and personnel wellbeing
that they are the subject of study in both the business press and research
journals.
13
Tactics for dealing with the
difficult People
? Give feedback about the difficult behavior and stay focused on the issues at hand.
Do not react specifically to the problem maker’s antics but stay focused on work
specific issues. Describe the behavior you want changed and explain why the
behavior is disruptive.
? Use tact and diplomacy .For example, as you confront a team member, point out
one of his or her strengths.
? Use humor. The humor should point to the person unacceptable behavior but
should not belittle him or her.
? Give recognition and attention.
14
Dealing with Difficult People15
Termination
? When corrective actions fail to improve ineffective performance an
employee is likely to be terminated
? Poor job performances
? Unacceptable behavior
? Interpersonal problems
? Must be kept as a last solution
? Employee should be clear about termination conditions
16
Termination17
Summary and Conclusions
? The management of poor performance is a challenge to any organization. It
possess a serious threat to any organization
? Ineffective Performance is an issue that worries managers and employees
alike. It is concern to senior managers because it is a measure of how
effectively the organization is led
? The control model for improving ineffective performance should be
implemented in an organization
? To set improvement goals that have the same characteristics as other
objectives
? Managers have to maintain a good and valuable relationship with the
employees.
18
19
If you don’t perform, you
don’t deserve to get paid.
Gerry Hervy.
Founder: Hervy Norman.
20

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Management of ineffectve performance

  • 1. Management of Ineffective Performance NIAZ MUHAMMAD MSNE-46 1 Pakistan Institute of Engineering And Applied Sciences, Islamabad.
  • 2. Presentation Layout ? Introduction ? Factors Contributing to Ineffective Performance ? Materials and Methods ? Summery and Conclusions 2
  • 3. Ineffective Job Performance Performance that does not meet standard for the position and lower productivity below acceptable standard. 3
  • 4. Factors Contributing to Ineffective Performance ? The Employee ? The Job ? The Manager ? The Organization 4
  • 5. The Employee ? Deficiency in the problem solving and communication Low motivation ? Due to inadequate training and past experiences, the employee has little knowledge about his/her job. ? Frequently absent and late for work. ? Alcoholism and Drug addiction ? Family and personal problems ? stress 5
  • 6. The Manager ? Does not provide enough information about the job responsibilities ? Does not provide feedback about the employee, s job performance. ? The manager leadership style is not what the employee needs, for example the employee needs supervision and guidance, the manager leaves him with too much freedom. ? The manager lowers the employee self-esteem by bullying, insulting and yelling at the employee 6
  • 7. The Job ? If the job is dull and needs constant physical effort, which results boredom and weariness. Job stress due to the conflicts in the job itself. ? Overtime, night shifts ? A stressing uncomfortable environments/ ambiance at the job, for example, noise and disturbing temperature ? Job Insecurity 7
  • 8. The Organization ? If the organization culture does not take action against poor performance, employees are inclined to work poorly. ? Proper tools, budget, and control are not available or provided to the employee to perform his/ her job. ? Group pressure that affect the performance negatively. The job does not provide the security needed to satisfy the employee’s hierarchy of needs. ? The organization is subject to or has witnessed violent behavior and threats ? Job insecurity 8
  • 9. Effects on Organization Ineffective Performance Lowers organizational ability directly Not Accomplishing their Fair Share of Work Decrease the Productivity of Superiors by Consuming their Managerial time Lowers organization ability indirectly Some of their Tasks have to be Overtaken by the Coworkers 9
  • 10. Remedy for Ineffective Performance 3 Employee Discipline 2 4 Dealing with Difficult People Termination 1 Control Model for Managing Ineffective Performance 10
  • 11. Control Model 1. Define Performanc e Standards 2. Detect deviation from acceptable performance 3. Define and Access the Cause 4. Communicate with the subordinate performer 5. Set Improvement Goals 6. Select and Implement as action plan 7. Reevaluate performanc e after a Time interval 8. Continue or Discontinue the Action plan 11
  • 13. Dealing with Difficult People ? Besides subordinates, there is a class of employees that may perform adequately yet to be wasting management’s time as well as that of coworkers. ? At times their performance slips down the standard, because they divert their energy from accomplishing work. ? A person in this category is often referred as difficult person, an individual personal characteristics disturb other people. ? Difficult people are such a drain on productivity and personnel wellbeing that they are the subject of study in both the business press and research journals. 13
  • 14. Tactics for dealing with the difficult People ? Give feedback about the difficult behavior and stay focused on the issues at hand. Do not react specifically to the problem maker’s antics but stay focused on work specific issues. Describe the behavior you want changed and explain why the behavior is disruptive. ? Use tact and diplomacy .For example, as you confront a team member, point out one of his or her strengths. ? Use humor. The humor should point to the person unacceptable behavior but should not belittle him or her. ? Give recognition and attention. 14
  • 16. Termination ? When corrective actions fail to improve ineffective performance an employee is likely to be terminated ? Poor job performances ? Unacceptable behavior ? Interpersonal problems ? Must be kept as a last solution ? Employee should be clear about termination conditions 16
  • 18. Summary and Conclusions ? The management of poor performance is a challenge to any organization. It possess a serious threat to any organization ? Ineffective Performance is an issue that worries managers and employees alike. It is concern to senior managers because it is a measure of how effectively the organization is led ? The control model for improving ineffective performance should be implemented in an organization ? To set improvement goals that have the same characteristics as other objectives ? Managers have to maintain a good and valuable relationship with the employees. 18
  • 19. 19 If you don’t perform, you don’t deserve to get paid. Gerry Hervy. Founder: Hervy Norman.
  • 20. 20
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