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Managing Poor Performance

1. The physical and social environment

The room layout in this case has been set to allow quick meetings whenever required this did not enhance constructive discussion.

The office layout should have a provision for counselling stations and so the furniture are flexible enough to allow such meetings.

The chairs should be customized to user’s physical structure, and even acoustics and spacing should be made to make it even employee friendly. The goal is to establish a meeting environment consistent with what is to be achieved.

The way the manager did open the meeting was not the appropriate way that was supposed to yield positive results. First the meeting tone set up by the manager was inappropriate as it actually caught the employee off guard. Secondly the manager did not make a clear picture of what the real intention and purpose of the meeting was. This is evident as the employee was of the idea that the meeting purpose was to assist her in planning a work schedule. Only to find out later that it was a disciplinary meeting. The manager did review the agenda at the beginning of the meeting thus giving the participant a chance to understand and accept the topic to be discussed or change or refuse it all together.

2. Interpersonal skills

The manager faulted on the part of listening to the employee’s plight. He did not try to sympathize his employee’s situation. This is clear from the evidence that he did not try to find out why this particular employee was always late on a ten minute interval. He was not aware of what was going on in his employee’s life. He did not ask, but simply did pass out a judgment on preconceived ideas.

Although the manager did give out his personal viewpoint in an honest and clear manner he did not balance his talking to listening, for he did more of the former rather than more of the latter.

3. Preparation

The evidence shows that the manager had indeed prepared himself for such a meeting. He did clarify his intentions and stated clearly what he wanted to achieve on such meetings by relying on his personal observations and recorded evidence. Despite this, he failed to mention the real purpose of the meeting to his employees prior to it. His intentions were to use specific standards to measure success or failure. He had envisioned how the meeting would take place and also determine what was to be done so as to realize his vision. The manager had established a clear and appropriate detailed agenda but failed to circulate it to the concern party.

4. Content

The manager did not establish an encouraging environment for the employee to explain his/ her predicament in relations to the matters at hand. Further, he did not establish any platform that would enable the employee to offer reasons on why such circumstances had prevailed over a long period of time. Yes the manager did really on tangible facts- personal observation, other employee complaints, and even documented records. The facts did not go well with the said employee as it portrayed a rather biased observatory skill on the manager’s part. Furthermore the manager failed to dialogue with the employee that would have enabled them to come up with tangible solutions to the underlying problems facing the employee.

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5. Agreement and Closure

The manger failed to reach a conclusive agreement with the employee as both had different perspectives in regarding the situation at hand. The situation failed to meet the objectives laid by the manager as it did not yield the expected results. The manager did agree to review future performance and conduct as this is mandatory. It was important for this meeting to be in written form as it will form a basis for a future meeting of the same kind. The written record will also act as a platform for further disciplinary action.

6. Overall

The meeting is likely to elicit different reactions, especially from the employee who thinks that he or she has been unfairly judged and on the other hand, the manager might think he did the best thing to subject his employee to such a meeting. The meeting will definitely have an impact on the employee’s performance as now he or she will start to rethink on the approach he or she took.

These types of meetings are meant to nurture employee-employer or manager- subordinate type of relationship. The meeting is done to provide a platform that can be used for further future disciplinary action if no improvement is noted from the employee’s part.

The manager might have first offered an informal counseling setting that would first make the employee aware of his shortcoming before embarking on a formal counseling sitting.


Under Performance Case study 1

Stage One

First and foremost, the Business manager will ensure that a thorough research has been conducted regarding the Edna’s performance and relation to people. An informal meeting will be arranged between the manager and Edna so that they can familiarize with each other and get to know the status of Edna. In the meeting the manager will inform Edna about her work concerns and come up with appropriate courses of action. The manager will also plan her work by creating a job plan and objectives together with her new duties. Further, they will be an arrangement for Edna’s SRDS meeting. The manager will also ensure that Edna clearly gets to understand that her performance needs to improve since it is currently not satisfactory. The manager should ensure the meeting is recorded for future reference and clarification purposes.

Stage Two

After it is clear that Edna has problems in the organization, the manager will have another meeting with Edna to discuss her work performance. The manager will explain to Edna that she is not performing her duties as expected and recommended the best course of action. The manager will ensure that she understands what she is lacking and both will come up with a good plan for her to improve on her performance. The manager should ensure that Edna is made aware about the possible repercussion for failure to do what is expected of her. Once a final decision on various training and support has been made, they will plan on the best way to get Edna the help without interfering with her daily work schedule. The manager should emphasize on the importance of the training exercise and what it could mean for Edna’s future with company.

A development plan and objectives will be made for Edna. The manager should ensure the meeting is recorded for future reference and clarification purposes.

Stage Three

The manager should ensure that they have a formal meeting and clearly state the problems that she has and what the organization expects of her. Communicate clearly that she risks being terminated if she does not improve on her performance. The manager should ensure that she clearly understands that it is not a personal vendetta against her, but it is purely based on her performance. Edna will be given a final formal warning in writing, stating her problems and what needs to be done in order to avoid being fired. The manager should ensure the meeting is recorded for future reference and clarification purposes.

Under Performance Case study Two

Stage One

First and foremost, the line Manager will do a thorough background check on Dr. Heidi Monsoon to verify the claims made by the assistant academic manager. Once the line manager has verified that the information is true and has enough evidence from the students and other offices, he will set up a meeting with Dr. Monsoon. The line manager will state his concerns to Dr. Monsoon. Dr, Monsoon will be given time to accept or deny the charges and defend herself. The line manager will clearly communicate what is required of her as a lecture and together come up with solutions to the raised issues. The line manager will also ensure that Dr. Monsoon is well aware of the consequences of not improving her performance which might lead to possible termination.

Stage Two

The line manager will have limited options on what to do. Therefore, he will report the matter to the Head of the School and brief on what had happened and the results. The matter will be taken by the Head for resolution. Until the matter is finally resolved the line manager will desist from further communication on the issue of Dr. Monsoon

Under Performance Case study Three

Stage One

The Head of the School will have a meeting with Dr. Sparks. The Head of the School will discuss with Dr. Sparks about his behaviour that is affecting his members. Dr. Sparks will be allowed to explain why he is very aggressive with his fellow team members. The Head of the School will explain to him what his behaviour is causing the school and suggest on possible ways of dealing with his fellow work mates. The Head of School will ensure that he clearly understands his behaviour is not acceptable.

Stage Two

The Head of School will arrange for another meeting with Dr. Sparks to discuss about the scenario he had witnessed in his office. Together they will come up with interpersonal training solutions for him. As a leader the Head should ensure that Dr. Sparks understands the important motivational role he plays on his team and how his outburst is affecting the team. The Head will issue a very stern warning with possible disciplinary courses of action if the behaviour does not stop

Stage Three

The Head will have another meeting with Dr. Sparks to discuss why there is no improvement in his performance. The Head of School will discuss how the training was and what needs to be done to help him. The Head of School will offer to readmit him on the course again and offer other counseling services. The Head will also find a mentor for him to help with his temper. However, he will ensure that Dr. Sparks knows that it is the last time that they will be dealing with his issues. If he does not improve or make an effort there will be no option but move to formal disciplinary procedures.

Stage Four

The Head of School will have a meeting with Dr. Sparks to inform him about the incident with another member of staff. He will inform him that he is aware that he is attending the training and that the school will no longer tolerate his behaviour. He should be aware that the Head will immediately move to formal disciplinary procedures

Under Performance Case study Four

Stage One

First and foremost, the PI will arrange for a meeting with Peter to discuss his issues. The PI should get to know if Peter is having any work related or personal issues that are affecting his performance at work. Together with they will come up with ways of solving his problem to enhance his performance. The PI should ensure that the meeting is recorded for future reference and for clarification purposes.

Stage Two

The PI should thank Peter for raising his concerns. However, he should inform Peter to always talk to him whenever he is feeling dissatisfied with his job. Together with Peter, they will discuss the possibility of increasing his responsibility and what kind of responsibilities would be appealing to him. The PI will clearly communicate to Peter what would be expected of him once he has been given additional roles. He could also motivate Peter by stating the possible outcomes if he improves his job like a pay rise or a promotion. To ensure that he does not feel de motivated, the PI will allocate Peter a mentor who will help at job and ensure that he is always satisfied at work. The meeting will be recorded for future reference and review purposes.

Performance Management Plan

A performance management plan is designed to aid in setting up and managing the process of analyzing, evaluating and reporting the progress of achieving organizational goals. The performance management plan is vital in collecting comparable data over a long period of time. It helps the management to communicate to employees the level of performance expected from them. It further helps individuals to identify objectives that they will need to achieve the said organizational goals.

The six crucial issues that will be looked at include.

  • The vision, mission and objectives of the organization and how they are tied to performance measurement.
  • The measures must be dynamic, relevant and timely.
  • The measures must be based on operational
  • The measurement should be balanced with the organization’s financial data
  • The measurement should be aimed at processing an outcome over time
  • The measurement will be connected into one and reported as a report

Developing a performance culture at the Harding Trust

What needs to be done to develop a performance culture

Culture is very vital in any organization. An organizational culture helps to a company to gain competitive advantage as it determines how things are done and how people behave. Developing a performance culture will help create an environment that is unique to the organization and its employees. It will help the members to do make the right decisions and do the right thing.

Creating a performance culture is a very challenging task but it can be done with good leadership.

The adoption of the performance culture in the organization will be possible if the leaders set an example and become models of the behaviour. Through action and constant contact with the employees, the management could ensure that they convince them on the benefits of a new performance culture. They should communicate with employees who are very influential with the rest into buying into the idea. They should also create a reward system for employees who accept to adopt the new culture. The performance culture should always be monitored to tract its progress in the organization and to make sure that performance stays high.

The role of a performance management system in this process

The organization will require a performance management system since will be more effective, efficient and will be a better way of performance management execution. The management system will help the managers to plan the work and set expectations for employees, help to develop employee capacity, rate the performance of the employees while developing a reliable rewards system as it continuosly monitors employee performance. A performance system will ensure employees of equity, effectiveness and efficiency.Therefore, help to convince them into accepting the new performance culture.

The business case for introducing a new performance management system

A new performance management system will help managers to evaluate and measure employee performance. It will also be good for productivity optimization through the alignment of employee daily activities to organizational objectives. It will also be fundamental in accountability and clarity of performance expectations and a good reward system. It will also act as a career development guideline through a legal documentation process that supports decisions and reduces disputes. The performance management system has a combined function of identifying employee issues while tracking their performance and offering solutions on their progress against organizational goals and objectives.

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