The trials of managing staff performance
Aug 08, 2010
THE need for effective face-to-face leadership is becoming more crucial, especially in these turbulent times. All the technological advances and the increasing speed of change has demonstrated a clear need for effective performance management.
HR INSIGHT With Paula Kyabaggu Mukama
THE need for effective face-to-face leadership is becoming more crucial, especially in these turbulent times. All the technological advances and the increasing speed of change has demonstrated a clear need for effective performance management.
The challenge of performance leadership is difficult, and could get harder in future.
This is because there has been a gradual decline in respect for authority and declining standards in society.
Remember that when you hear about problems in schools such as drug taking, violence, extortion, bullying, absenteeism, and a failure to learn, they are about your future employees.
Instead of looking for specific reasons why workers behave in a certain way, we should turn our attention to reasons why they don’t behave in a certain way. Research shows that reasons for non-performance are controlled by the manager.
It was realised that there were two general basic causes for non-performance. The manager did something wrong to workers, or the manager failed to do something right for the staff. That is, non-performance occurred because of poor management. The research concluded that there was a direct cause-and-effect relationship between the manager’s actions and the workers performance.
If workers can’t see the reason for doing a job a certain way, it is unlikely that they will do it that way. If they can’t see the importance of doing the job, they probably won’t do it at all.
The information they need includes, the benefits to the organisation for doing it correctly and the harm to the company if they do it wrongly.
In short, workers need to know the consequences of their performance. If your employees don’t know the implications of how the job should be done and why it should be done, you will face performance problems.
Before a person starts a job, they should clearly know why they should do the things for which they are being paid.
They should know the benefits to themselves for doing the task in the correct fashion and the consequences for doing it incorrectly.
They must understand the relationship between what they do and how it affects their internal and external customers.
THE need for effective face-to-face leadership is becoming more crucial, especially in these turbulent times. All the technological advances and the increasing speed of change has demonstrated a clear need for effective performance management.
The challenge of performance leadership is difficult, and could get harder in future.
This is because there has been a gradual decline in respect for authority and declining standards in society.
Remember that when you hear about problems in schools such as drug taking, violence, extortion, bullying, absenteeism, and a failure to learn, they are about your future employees.
Instead of looking for specific reasons why workers behave in a certain way, we should turn our attention to reasons why they don’t behave in a certain way. Research shows that reasons for non-performance are controlled by the manager.
It was realised that there were two general basic causes for non-performance. The manager did something wrong to workers, or the manager failed to do something right for the staff. That is, non-performance occurred because of poor management. The research concluded that there was a direct cause-and-effect relationship between the manager’s actions and the workers performance.
If workers can’t see the reason for doing a job a certain way, it is unlikely that they will do it that way. If they can’t see the importance of doing the job, they probably won’t do it at all.
The information they need includes, the benefits to the organisation for doing it correctly and the harm to the company if they do it wrongly.
In short, workers need to know the consequences of their performance. If your employees don’t know the implications of how the job should be done and why it should be done, you will face performance problems.
Before a person starts a job, they should clearly know why they should do the things for which they are being paid.
They should know the benefits to themselves for doing the task in the correct fashion and the consequences for doing it incorrectly.
They must understand the relationship between what they do and how it affects their internal and external customers.