Performance Feedback Assignment.

Performance feedback is an integral part of human resource management, where managers are assigned to hold conversations with employees about their performance. In organizations, giving positive feedback is not a hard task, but it becomes complicated when a manager needs to correct a performance problem that has been identified within the workforce. Organizations have performance issue policies that guide the managers in the course of action to take when dealing with employees on issues of performance. Jim has been a great employee in the past, but the management has identified some performance issues, such as him always coming late to work. The team is also aware of the trend and can tell that Jim is not playing his part of being at work at the right time. It is crucial to hold a conversation with Jim to make sure the evident behavior changes. The purpose of the discussion is not to punish Jim but to motivate him to get his game back on track to be the employee he can be (Lechermeier & Fassnacht, 1). Addressing the issue will also show him and other employees that such behavior is not acceptable within the organization.

Addressing Jim’s Performance

There are various ways through which one can address the issue showcased by Jim at the workplace. Before holding a conversation with Jim, as a manager, one should be quick to document the undesired work behavior so that they may have a firm ground and evidence that a particular issue is occurring in the performance of the employee. In this case, taking count of when Jim comes late to work, comparing the time he arrives at work and when he is supposed to be at work, could help in the communication. In business, performance issues could be caused by various factors such as lack of motivation, personal problems, team problems, and tasks that are

not challenging enough for the employee. Trying to understand the issue each poor performing employee is dealing with acts as an upper hand for solving the problem. The organization should also have clear metrics for determining poor and excellent performance. As a manager, I would thus approach the conversation and poor performance issues in the following way.

The first step is to hold a conversation with Jim, making sure that the conversation is in private to avoid humiliation, which will discourage him from changing the behavior. In this step, I should let Jim know about the management’s concern about the time that he comes to work. The concern should be specific and directly related to Jim. I would also share with Jim what I have observed about the behavior, and how it has changed over time. If another manager witnessed the behavior, I would make sure that the witness is there during the conversation. Employees do not like hearing that you are holding a conversation with them from someone else’s information or observations (Loftus & Tanlu, 2).

The next step in the conversation is to explain how the behavior affects the whole team. Jim is a great team player and affects the dynamics of his team. Jim might not realize that his behavior affects the organization negatively and that it affects the attitudes of other employees. A clear connection must be established between the behavior and negative impact on the organization. It will create urgency in Jim to change his behavior of coming late to work for better. Using the organization’s policies, I would then explain to Jim the expected kind of behavior within the organization. I would describe the terms of his employment contract to him and the fact that such terms apply to every employee in the company. Explaining the acceptable standards within the organization will help show that Jim is not being victimized and that the conversation is a reminder of what is expected of him at the workplace.

To create change in Jim’s behavior, it is ideal for creating buy-in from the employee. The above is possible through soliciting for possible solutions to solve the problem from Jim. Letting the employee think about solutions and giving possible solutions makes them feel part of the solution and motivates them to work towards resolving the issue at hand using methods they suggest and understand. It is done by creating an action plan. Conveying consequences is also a part of solving the problem. It is not a threat but should be in relation to the organization’s work policies. Letting Jim know the disciplinary action that might arise if the problem is not resolved might help motivate him to do better. The next step is to agree with Jim on the follow-up date, where together, we shall discuss progress in solving the issue of lateness at the workplace. The goal of the conversation is to change the behavior of Jim; thus, I would also express my confidence in him and show that he is a great performer and can correct the situation (Song et al., 3).

Constructive feedback will improve Jim’s morale, reduce confusion regarding expectations and current performance, and provide a new perspective and valuable insight. In constructive feedback, it is essential to focus on observations other than inference, focus on the behavior other than the individual, and help the employee with possible solutions to issues that can be solved.

Conclusion

In the process of motivating Jim, it is advisable not to make the conversation personal and to be prepared to listen and consider any valid excuses that the employee might have. The main aim is not to blame Jim for the identified issue but to help him change the behavior and know that it affects his performance and the organization. Helping Jim through every step of the

solution agreed upon will create trust, motivation, and will to work towards changing the undesirable behavior of turning up for work late.

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