Professional Documents
Culture Documents
Performance Management - Assignment2
Performance Management - Assignment2
Discuss how you would manage under performance of employees in your organization or
required standards of job performance through a lack of knowledge, skill or ability. This is
usually related to failure to meet a set of agreed objectives or standards required of the role.
development, recognizing good performance and identifying and addressing under performance
There are three key stages which can be uses to help employees to perform at their best:
Plan. Agree what needs to be achieved and what support they will need to do this. Clear
Manage. Hold ongoing discussions to provide feedback and support as well as making
sure plans and expectations are reviewed and amended as appropriate. Action should be
taken where needed to provide help and guidance in dealing with issues that may arise, as
Review. Discuss jointly what has been achieved and reflect on what has gone well and
why, as well as what has not gone so well and why. This stage can then inform the next
planning discussion to establish agreed expectations and any support required to achieve
these.
The aim of managing performance is to ensure that employees can achieve their best and play
their part in meeting the goals and objectives of the team in a way that is consistent to values and
culture of the organization. This in turn supports the achievement of departmental goals and
ultimately the goals of the organization as a whole. Therefore if a member of the team is under
performing it is an important part of the manager’s role to manage this. Therefore managing
under performance is about the supervisor of the employee proactively addressing any instances
where this is not happening. The effects of not dealing with underperformance it can include
demotivation of other employee, not achieving the team objectives or damage to the reputation
of the organization. In most cases if under performance is not addressed it becomes more
difficult to manage. It is therefore important to deal effectively with any issues as soon as
possible.
What is underperforming?
demonstrated when they fail to perform the inherent tasks of their job or they perform them
below an acceptable standard. Underperformance is also when an employee does not comply
with a lawful instruction or workplace policies and procedures. Underperforming can also
include behavior that is unacceptable, disruptive or negative which impacts on fellow workers.
violence, possession and/or consumption of illegal substances or serious and deliberate breach of
There are many reasons that impact on an employee’s performance at work that commonly
include, an employee doesn’t know what is expected because goals and/or standards or
workplace policies and consequences are vague or absent, interpersonal differences, a mismatch
between an employee’s capabilities and the job they are required to undertake, no feedback or
counselling when they are not performing well, low workplace morale or personal motivation,
personal issues involving family, physical and/or mental health cultural misunderstandings or
workplace bullying.
Perhaps they don't understand what is expected, or they have not got the skills required.
Conduct - this is generally when an employee won't do something, for example because
Actions
often unaware they are not performing well and therefore under performance will continue.
Underperformance issues that are not addressed promptly have the potential to become more
complicated and serious and have a negative effect on the business, and productivity and
performance of the entire workplace. A consistent performance management process can assist
to implement effective solutions that support the workplace culture and is accepted and valued
by employees.
In this example the process of managing performance concerns in my organisation will be both
informal and formal. However, if an employee is not meeting the required level of performance
on the job, reasonable efforts would be made to informally address the issues of their
underperformance without instigating the formal procedure. However, the organisation reserves
the right to initiate the capability procedure at any of the stages as set out below, taking into
account the relevant circumstances including the level of underperformance, the nature of the
This capability procedure is not intended to be punitive but is aimed at identifying constructive
Feedback
Managers must address underperformance as soon as it is clearly identified. In the first instance
this will be address informally through normal supervision and providing feedback in the regular
Below is a step by step guide to managing underperformance that would be followed into stages
and provide a possible approach at each stage of what to do if an employee is not performing to
It will be important to first of all understand what the key drivers of performance or
underperformance are as these will assist to correctly and specifically identify the problem.
Think about the possible causes of the underperformance and particularly anything the
supervisor have direct control over i.e. whether the employee has been provided enough training,
Next is to determine how serious the problem is, how long the problem has existed, and how
wide the gap is between what is expected and what is being delivered. After that, then organize a
meeting with the employee to discuss the problem letting them know the purpose of the meeting
in advance so they can adequately prepare (and if employee wants they can bring a support
Holding a private open meeting discussion with the employee in an environment that is
comfortable, non-threatening and away from distractions and interruptions. Begin the meeting by
explaining to the employee the specific problem so they can clearly understand what the problem
is, why it is a problem, how it impacts on the workplace, and why there is a concern ensuring
that the employee is aware of tasks required of them. The employee will be given an opportunity
to respond to the problem and duly consider their response and reasons for the
underperformance, clarifying any details that may contribute to the problem. Part of the
discussion would include recognition of the employee’s strengths and recent positive things they
have achieved. The meeting should achieve an outcome where the employee is clear on what
It is important that a solution is jointly explored and devised with the employee. An employee
who has contributed to the solution will be more likely to accept and act on it. The solution
becomes the clear action plan/agreement for the employee to follow and may include positive
assistance, such as further training, mentoring or redefining roles and expectations. The solution
would include realistic timeframes for the employee to improve their performance. Another
meeting would be planned with the employee to review their progress and performance against
the agreed action plan. It’s best to keep a written record of the counseling meeting in case further
action is required. ‘In writing’ means that you should confirm what was discussed and what was
agreed, detailing expectations, timescales, support required etc. The purpose of this is so both
parties have a common understanding of what the issues are and what needs to change, are clear
on the next steps and there is a record to measure progress against. The Performance
performance (employee actions and management support), outcome expected (what good
Performance management includes providing the employee with regular feedback and
encouragement about their performance. Even if the employee’s performance improves another
meeting should be scheduled to review and discuss the employee’s performance as this will
enable both parties to acknowledge that the issue has been resolved, or to provide both positive
and negative feedback to the employee to ensure that performance improvements are sustained.
Further actions may need to be taken if the employee’s performance does not improve including
further counseling, issuing formal warnings and ultimately if the issue cannot be resolved,
performance has improved to the required standard, the employee should be informed that there
will be no further action to be taken under this procedure, although their performance will
Where the informal process does not result in performance improving to the expected standards, the
Conclusion
Managing poor performance is rarely simple or swift, particularly for those employers with
most in Human Resource will face from time to time, and a negative attitude does nothing for
team morale. Some employees are inherently incapable of behaving in a constructive and
professional manner – put simply, a negative attitude is a part of their character. For others, a
continually negative attitude is due to a lack of desire, for whatever reason, to improve their
behavior.
Question 2
Researchers agree that employee involvement and participation (EIP) is an important component
of the human resource management (HRM) bundle (Marchington & Wilkinson 2005; Wood
2010; Boxall & Purcell 2011). From the HRM perspective (Chartered Institute of Personnel and
Development (CIPD), there are two components of EIP, each with a different but related
objective. For the involvement component, the objective is to engage employees’ understanding
and support of the organization’s goals, and to result in improved commitment and contribution
from employees. The participation component aims to provide employees with the mechanism to
influence, or even be involved in, decision-making (CIPD). Many researchers believe that EIP is
mostly management and performance driven (Marchington & Wilkinson 2013), which refers to
the involvement component. Stuart & Martinez-Lucio (2005) argued that the changing social
expectations required a new agreement between management and workers, necessitating the
provision of space for employee participation, in short, the voice mechanism to enable
expression of ideas and opinions and influence decision making. The interpretation of these two
statements could be: (1) that management wishes to increase employee contribution in order to
improve performance – engaging employees so that they are willing to work outside their normal
job responsibilities, but (2) that they recognize one of the ways to achieve this goal is by
decision making, or at least the space to make employees’ voices heard, satisfies employees’
psychological needs and (4) therefore, improving employee commitment improves the economic
The concept of EIP, with its reference to involvement and participation, is in fact two-fold.
According to the definition by the Chartered Institute of Personnel and Development (CIPD),
designed to provide employees with the opportunity to influence and where appropriate, take part
In other words, involvement focuses on business results in the main whereas participation is
more concerned with employee voice and cooperation in the firm. Employee voice is the means
by which employees communicate their views to their employer. It’s the main way employees
can influence matters that affect them at work. For employers, effective voice contributes toward
innovation, productivity and business improvement. For employees, it often results in increased
Employee Involvement
Employee involvement is not the goal nor is it a tool, as practiced in many organizations.
Rather, it is a management and leadership philosophy about how people are most enabled to
contribute to continuous improvement and the ongoing success of their work organization.
improving workplace is to involve people as much as possible in all aspects of work decisions
and planning. This involvement increases ownership and commitment, retains your best
employees, and fosters an environment in which people choose to be motivated and contributing.
How to involve employees in decision making and continuous improvement activities is the
strategic aspect of involvement and can include such methods as suggestion systems,
improvement) events, corrective action processes, and periodic discussions with the supervisor.
communication, and problem-solving; the development of reward and recognition systems; and
Suggestion Programs:
A formal suggestion program is an Involvement Tool many organizations use with varying
degrees of success as a tool to facilitate listening to employee suggestions. The format for these
programs usually involves suggestion boxes and forms throughout the organization, with
periodic management review of suggestions and feedback to the people making the suggestions.
Many companies have also incentivized the process, offering cash or other awards for approved
substitute for listening directly to employees about their ideas for improvements.
Employee suggestion programs can and do succeed. The ones that do succeed share common
elements to their success. There are a number of factors to be considered significant in the
overall success of any program. These factors are common to any successful process that will
take the employees’ time, as well as offering the possibility for significant rewards. The
Senior management’s agreement and ownership become a second step in the approval process. It
will, also have the power to implement the suggestions it receives. Finance, especially, and all
other departments will be represented on the suggestion review team. The review of suggestions
will be part of a regularly scheduled meeting, with suggestions distributed and considered in
advance. The choice of team members for the suggestion review team will reflect how business
employee suggestion program will be publicly communicated. All of the guidelines will be
shared and the goals that the organization is trying to accomplish, by starting an employee
suggestion program.
likely include ideas that affect cost savings, quality, productivity, process improvements,
some detail about how the proposer thinks the suggestion should be implemented. Ideas require
the “why” and “how” the idea will impact the company, including a cost savings analysis. Ideas
that are integrally connected to a person’s job will not be considered, or would be dealt with
differently. The organization will be able to reward people who come up with ideas that fit the
The organization will designate an administrator for employee suggestions, who will ensure the
process moves at a steady pace as promised, just in case the organization finds itself with over a
hundred suggestions and get bogged down very quickly to avoid a morale buster for people who
had turned in those suggestions. A senior manager will champion the employee suggestion
program and sit on the evaluation committee to ensure credibility to the employee suggestion
The reward for suggestions will be clearly outlined upfront. If a suggestion form comes in with a
suggestion for cost savings, the employee receives a percentage of the savings of the proven cost
savings. Rewards will also include products with the company logo, gift certificates, lunch with a
manager of the employee's choice, a quarterly award dinner. In addition, given the difficulty of
measuring the outcome of some employee suggestions, the organization will offer these
recognition rewards when the ideas added to the bottom line substantially
The organization will pass on any feedback to people in a private setting, especially if the idea
was rejected. Otherwise, employees will be unwilling to stick their necks out by offering any more
results in a reward, the organization will publicly acknowledge the contribution at a staff
meeting, with permission of the employee involved. Additionally, the organization will post the
employee suggestion and names of the employees on the implementation team the reward given,
informed of the progress of their suggestions in the program to ensure that employees know what
is happening with their ideas. Keeping the employee suggestion program participants abreast of
the progress of their suggestions in the program is more important than providing the suggester
with quick answers. If a suggestion is accepted the suggester will be included on the
implementation team, a timeline for implementation will be set and the suggester will be notified
on the progress
SUGGESTION SCHEME
Management is pleased to announce a Suggestion Scheme with effect from August, 1, 2018.
OBJECTIVES
Foster " Total Employee Involvement " by encouraging participation from all employees
Evolve an organized channel through which ideas leading to improvements in work place
Recognize employees with creative ideas, and motivate them to contribute for the growth
Eligibility
Any suggestion that is practical, implementable and will result in saving or improvement of
Productivity enhancement
Cost saving
Reduction of cycle time, machine setting, inspection or through put time.
Process standardization.
Improvements of tools/fixture
Waste elimination
Inventory reduction
Company Policy
Personal grievance
Participation in improvement.
Appreciation
Growth
Achievement
Self-respect
Reduce fatigue
Avoid rejections
Safety Improvement
Quality improvement
The forms should be filled up legibly in all respects and should be counter-signed by the
The signed Suggestion Form to be dropped into any one of the suggestion boxes located at
various points in the factory. The suggestion will be considered as invalid if the form is not
supervisor/HOD.
The suggestion boxes will be cleared once a week by the HR department. HR department
will issue the acknowledgement slip to the suggestor after making a note of it in the
The original copy of Suggestion Form, with allotted number, will be forwarded by the Co-
ordinator to Department Heads whose comments are required for evaluation of the
Suggestion.
The duplicate copy of the Suggestion Form is to be kept under the custody of the Co-
evaluation. A Clear decision is to be taken whether the suggestion is accepted or not. Either
way, the decision should be recorded in the Suggestion Form and Register.
If the idea is accepted, an Action Plan for implementation of the Suggestion is to be finalized
If two suggestions with same idea are received by the committee, the suggestion received
Joint Suggestion or ideas that are submitted by two or more employees as a group are also
Successful suggestors will be given a personal letter thanking them for their creative idea and
Employees whose suggestions are not accepted will also be given a personal letter thanking
them for their efforts and explaining in detail about the reasons for rejection.
Suggestion, update the Suggestion Committee regularly regarding the status and ensure
It is also the responsibility of the Suggestion Co-ordinator to monitor visual display with the
Rewards
Cash award up to K1,000 will be given for implemented suggestions in proportion to the benefits
Suitable annual awards/prizes will be given during end of year part celebrations for
Committee
Manager – Engineering
Manager – Operations
Manager-Maintenance
Role of Co - Ordinator
Maintains a log book for recording the details of Suggestions, especially suggestion, No.
Reviews the status of pending Suggestion and follow up with concerned persons on
weekly basis.
Suggestions.
After implementation, sends the report to Director, /President/ and arrange for a
Reference
1. AGHA HR Advisory Service: Case study 2: what to do when an employee is
underperforming?
https://agha.com.au/business-tips/case-study-2-what-to-do-when-an-employee-is-
underperforming
https://www.thebalancecareers.com/employee-involvement-1918100
https://www.thebalancecareers.com/harness-the-power-of-an-employee-suggestion-program-
1918931
http://smallbusiness.chron.com/difference-between-employee-participation-employee-involvement-
13013.html