Handbook of Principles of Organizational Behavior - Soltanieh ...

96 MARIA ROTUNDO
circumstances, managers should follow up with the employees to see if performance has
improved or if any problems persist.
Managers should use a common language around job performance when coaching
individuals. The first half of the chapter detailed the importance of defining job performance
and designing an instrument around job relevant performance dimensions.
Managers should use the same language when coaching individuals. Ambiguity in what
is expected is reduced when individuals hear and see managers using this performance
language repeatedly in their daily or weekly interactions. This consistency in language
also reinforces the performance and feedback culture of the department and more broadly
of the fi rm.
Manage the separation process of poor performers
Not everyone succeeds. Even valid selection systems are imperfect. Some individuals are
assessed as having a high likelihood of performing well when in fact they do not. There
will be occasions when the requisite ability and motivation is lacking; hence, these individuals
should be terminated. However, the separation process needs to be handled carefully
because perceptions of injustice can have psychological, not to mention physiological,
consequences on the individual and increase the risk of litigation for the fi rm (Latham
and Wexley, 1994 ; Roehling and Wright, 2006 ).
The assumption is that employees want to perform their job at least to an average level.
If they are not performing there must be an explanation. For example, it may be the case
that an employee is unaware of the poor performance, has different standards for what
is considered to be an acceptable level of performance, argues that the poor performance
is beyond their control and due to on - the - job constraints such as defective equipment,
argues that they did not receive adequate training, believes that the manager holds
a grudge against the employee, or is experiencing personal problems outside of work that
are impeding the performance.
Before it is decided that termination is the answer, the manager should gather information
and work with the individual to determine the underlying cause of the poor performance.
This approach seeks to remedy the problem if possible and gives the employee an
opportunity to improve. All possible alternative explanations, other than the employee does
not have the ability or motivation to perform, should be ruled out before it is concluded
that the employee should be terminated. The firm will be expected to provide strong documented
evidence of poor performance and that the performance deficiency is dimensionally
related to the job. Some firms have a policy of progressive discipline that must be followed
before terminations are made. This process typically includes verbal warnings followed by
written warnings and then termination.
CASE EXAMPLES
The two cases described below are based upon true stories of employees ’ experiences
with the performance appraisal processes at firms. The first case illustrates a less effective
style of managing performance problems. The second case illustrates how a manager can
help an employee improve on certain dimensions of performance by applying some of the
principles outlined in this chapter.