BMAN73091 Business Performance and Strategy

Effectively handling underperformance

Underperformance refers to unsatisfactory work performance or failure to perform as per the allotted standards of the company. Non-acceptance of work policies, protocols, unacceptable and unethical behavior in work place also falls under underperformance. The cause can be due to lack of understanding of the job responsibilities, interpersonal differences, lack of progress report, interpersonal issues and familial issues. A clear understanding between the organization and its employees can control underperformance. From the perspective of the CEO of “Windows and Blinds”, the method of combating underperformance is the proper identification, analysis, clear discussion of any issue and jointly devising out a solution. To improve underperformance offering assistance, flexible work practices and redefining the roles can be helpful. Dealing with underperformance can be a tricky job. Windows and Blinds would help its managers tackle any situation with proper support and flexibility. To achieve such, they would be provided with proper knowledge and training to handle underperformance issues effectively. Prolonged poor performance can be harmful for the organization and despite efforts if the performance does not improve, it would be best to relieve the employee from his duty or change their department, which ever would be thought best (Shields et al. 2015).

How to ensure that managers do not see the process as a burden

In order to ensure that the managers do not feel over burdened by the change, Windows and Blinds should initiate an open and clear discussion with the mangers about effective handling of any crisis. This discussion should be open to suggestions and the sole purpose is to handle the underperformance effectively by any means necessary. To lessen the burden Windows and Blinds should incorporate proper tracking systems to ensure that the employees are being kept a track of and without adding extra pressure upon the managers. Based upon the daily tracker the managers can sort out the leakage and identify, analyze and rectify the issues. In order to keep the managers well alert and active they should be provided with proper training and knowledge to handle the situation effectively without any lack or incompetency. Windows and Blinds should offer certain incentives and recognitions in order to keep its managers eager and active in crisis handling for a better promotion and prospect in the work place. The only manner to reduce or make the burden look less is to provide better opportunities and incentives to keep the managers motivated (Elliot, Dweck and Yeager 2017). In this manner, it can be assured about the managers not being burdened (Dawson and Andriopoulos 2014).

Proper justification of the process and dropping demotivation

In order to avert the other employees from getting de motivated, Windows and Blinds should conduct meaningful and motivational discussion to keep them active and encouraged. The flexibility of the management would ensure people to come up for suggestions about improving performance. A rigid administration would never be able to evolve itself and strengthen its gaps. In order to justify the methods, the process of Resupply, Retrain, Refit, Reassign and Release, should be incorporated.  Windows and Blinds should be volatile enough to give fair chance to all of its employees to display their potential in terms of performance. Sometimes failure can lead to demotivation amongst the employees. In order to help the employees cope with the discontentment, they should be imparted with motivational inspiration and incentives (DeNisi and Smith 2014). To justify the evenhandedness of the new method Windows and Blinds should conduct proper vocational communication that would help in better understanding of the situation and the outcomes as well as the rewards and recognitions in terms of better performance. This methodology can be helpful in rectifying the misjudgments of the employees regarding the new process and help cope with the de-motivation amongst employees.

References:

Dawson, P. and Andriopoulos, C., 2014. Managing change, creativity and innovation. Sage.

DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-level performance: a review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), pp.127-179.

Elliot, A.J., Dweck, C.S. and Yeager, D.S. eds., 2017. Handbook of Competence and Motivation: Theory and Application. Guilford Publications.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.