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.…show more content… These include refitting the person’s current job requirements, reassigning him or her to another position, or, finally, releasing him or her from the organization.
5. Expectations Problem: “What are your performance expectations for this position? What do you think my expectations are?” This problem results from poor communication regarding job goals or job requirements. In some cases, the stated goals may be different from the desired goals. In other words, the employee is working toward one goal while the supervisor desires another. This often occurs when subordinates are not sufficiently involved in the goal- or standard-setting process. When this results in unrealistic, imposed expectations, motivation suffers.
6. Incentives Problem: “Do you believe rewards are linked to your performance in this position?” Either the individual does not believe that “performance makes a difference” or insufficient performance feedback and reinforcement have been given. The manager should also ask, “Do you feel rewards are being distributed equitably?” This provides an opportunity to discuss subordinates’ criteria for judging fairness. Often, unrealistic standards are being used.
7. Salience Problem: “Are the performance incentives attractive to you?” Salience refers to the importance an individual attaches to available rewards. Often, the incentives offered to encourage high