Joechaney
DIAGNOSING WORK PERFORMANCE PROBLEMS
Proper diagnosis is a critical aspect of effective motivation management. Often, managers become frustrated because they don’t understand the causes of observed performance problems. They might experiment with various “cures,” but the inefficiency of this trial-and-error process often only increases their frustration level. In addition, the accompanying misunderstanding adds extra strain to the manager-subordinate relationship. This generally makes the performance problem even more pronounced, which in turn prompts the manager to resort to more drastic responses, and a vicious downward spiral ensues. Diagnose the causes of Joe Chaney’s performance problems using the following perspectives.
1. Perception Problem: “Do you agree your performance is below expectations?” A perception problem suggests that the manager and subordinate have different views of the subordinate’s current performance level. Unless this disagreement is resolved, it is futile to continue the diagnostic process. The entire problem-solving process is based on the premise that both parties recognize the existence of a problem and are interested in solving it. If agreement does not exist, the manager should focus on resolving the discrepancy in perceptions, including clarifying current expectations.
2. Resources Problem: “Do you have the resources necessary to do the job well?” Poor performance may stem from a lack of resource support. Resources include materials, budget, time, people, as well as cooperation from interdependent work groups.
3. Training Problem: “Is a lack of training interfering with your job performance?” Individuals may be asked to perform tasks that exceed their current skill or knowledge level. Typically, this problem can be overcome through additional training or education.
4. Aptitude Problem: “Do you feel this is the right job/blend of work assignments for you?” This is the most difficult of the three ability problems
Proper diagnosis is a critical aspect of effective motivation management. Often, managers become frustrated because they don’t understand the causes of observed performance problems. They might experiment with various “cures,” but the inefficiency of this trial-and-error process often only increases their frustration level. In addition, the accompanying misunderstanding adds extra strain to the manager-subordinate relationship. This generally makes the performance problem even more pronounced, which in turn prompts the manager to resort to more drastic responses, and a vicious downward spiral ensues. Diagnose the causes of Joe Chaney’s performance problems using the following perspectives.
1. Perception Problem: “Do you agree your performance is below expectations?” A perception problem suggests that the manager and subordinate have different views of the subordinate’s current performance level. Unless this disagreement is resolved, it is futile to continue the diagnostic process. The entire problem-solving process is based on the premise that both parties recognize the existence of a problem and are interested in solving it. If agreement does not exist, the manager should focus on resolving the discrepancy in perceptions, including clarifying current expectations.
2. Resources Problem: “Do you have the resources necessary to do the job well?” Poor performance may stem from a lack of resource support. Resources include materials, budget, time, people, as well as cooperation from interdependent work groups.
3. Training Problem: “Is a lack of training interfering with your job performance?” Individuals may be asked to perform tasks that exceed their current skill or knowledge level. Typically, this problem can be overcome through additional training or education.
4. Aptitude Problem: “Do you feel this is the right job/blend of work assignments for you?” This is the most difficult of the three ability problems