PSYC305 Motivation and Leadership

Week 7 Assignment

Write-Ups

Required Resources

Read/review the following resources for this activity:

Textbook: 17, 18, 19

Lesson

Instructions

In the last chapter of the text, the difficult discussion of taking corrective action with employees whose performance is lacking is presented. For this assignment, write a 1-paragraph scenario in which you identity problem behavior in one of your direct reports. After you have written this scenario, follow the steps in the textbook on taking corrective action. Be certain that you integrate evidence from the text and outside sources to support your plan on action.

You must proofread your paper. But do not strictly rely on your computer’s spell-checker and grammar-checker; failure to do so indicates a lack of effort on your part and you can expect your grade to suffer accordingly. Papers with numerous misspelled words and grammatical mistakes will be penalized. Read over your paper – in silence and then aloud – before handing it in and make corrections as necessary. Often it is advantageous to have a friend proofread your paper for obvious errors. Handwritten corrections are preferable to uncorrected mistakes.

Use a standard 10 to 12 point (10 to 12 characters per inch) typeface. Smaller or compressed type and papers with small margins or single-spacing are hard to read. It is better to let your essay run over the recommended number of pages than to try to compress it into fewer pages.

Likewise, large type, large margins, large indentations, triple-spacing, increased leading (space between lines), increased kerning (space between letters), and any other such attempts at “padding” to increase the length of a paper are unacceptable, wasteful of trees, and will not fool your professor.

The paper must be neatly formatted, double-spaced with a one-inch margin on the top, bottom, and sides of each page. When submitting hard copy, be sure to use white paper and print out using dark ink. If it is hard to read your essay, it will also be hard to follow your argument.

 

 

MORE INFO 

Corrective action with underperforming employees

Introduction

The purpose of this policy is to identify how we will address underperforming employees.

Purpose

The purpose of corrective action is to provide a method for the correction of unacceptable behavior, performance and/or conduct. It can be used in any situation where an employee’s performance is below standards for acceptable behavior.

Incorrective action may be required by your organization because it has determined that some employees do not meet its expectations or are not performing up to par with the job requirements. It should also be noted that corrective action is not always related directly to poor performance; sometimes it’s used simply as a tool for identifying underperforming employees so that they can be coached or retrained before other disciplinary measures are taken against them.

Applicability

This policy applies to all employees, including managers and supervisors.

The supervisor is responsible for communicating with the employee about performance problems and corrective actions that need to be taken. The supervisor must also ensure that any corrective action plan developed by the organization is implemented effectively.

The employee has responsibility for identifying their own strengths and weaknesses as well as those of their colleagues or team members within their work environment – whether it be at home or on the road; this includes making an honest assessment of how they can improve upon these areas where needed most while maintaining harmony within your team

Policy statement

The purpose of the policy is to create a culture where all employees feel supported and valued. It applies to all employees in the same job classification, who may be underperforming or not performing at their potential.

It’s important that you have clear expectations for what it means to “perform” well on your team. If an employee does not meet these expectations, then they should be held accountable for their actions as well as any consequences that come from those actions (e.g., termination).

Corrective action with underperforming employees

Corrective action with underperforming employees is a process that involves:

• identifying an employee who is not performing at the level expected of them. This can be done by examining their performance evaluation ratings, looking at their job description and conducting interviews with others on staff.

• providing the individual with additional training or support as they improve their skills and knowledge in order to reach the desired level of performance.

Scope and applicability

The scope of your corrective action policy should be as broad as possible. It’s important to cover all aspects of an employee’s performance, including their ability to perform their job duties and make recommendations for improvement.

In addition, you should include any exceptions or deviations from the standard procedures in your corrective action policy. For example, if an employee is only failing at a specific task but not overall, then it would be inappropriate for them to receive a formal warning or suspension because they could still do their job duties adequately with help from another employee (if this were possible). In this situation it would make more sense for you simply to encourage both employees involved in this situation so that one person can stay focused on doing his/her own work while someone else helps him/her out when needed; however once again we recommend discussing these options with legal counsel first so there aren’t any surprises down the road!

Takeaway:

The takeaway is a summary of the main points in an article, which can be used by readers to remember it and pass it along to others. It should be the most important point in your article, but also one that’s easy to understand. To achieve this goal, you’ll want to keep your takeaway as clear and concise as possible—a single sentence or two will do just fine!

In addition to being memorable (which we’ve already talked about), your takeaway should also be memorable for another reason: it should make sense within your body of work and within its context with other pieces of writing from different authors at different times. If someone reads through all of our blog posts together and sees “takeaways” everywhere they look—in each post title!—they’ll get pretty confused about what exactly we’re saying here (and who we are).

Conclusion

The above information should be invaluable to any organization who is considering correcting underperforming employees. It’s important to remember that the process of identifying, evaluating and correcting an employee can be time-consuming and costly. However, the benefits of having a well-functioning team outweigh these costs in many cases. As long as you keep these points in mind when you are making decisions about underperforming employees, then there is no reason why your company won’t succeed!