Analysing the causes of poor performance
Featured in the Managing the Poor Performer training manual
By Arthur Proud
Category: Performance Management
Credit price: 3 download credits (Single user)
Traditionally, poor performance has been looked at in terms of ‘motivation’, through the findings of researchers like Maslow who developed ‘the hierarchy of needs’ or Hezberg who developed the idea of ‘hygiene factors’, such as pay and conditions which, if not ‘right’ in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool. Most poor performers fail to deliver for one of two reasons: they are unable or unwilling to do the task for some reason. A very simple framework can be built around these factors within which any manager can consider an individuals performance. It offers no research findings, but asks the manager to look at these two aspects of the individual and to base actions on their judgement of them.
The training activity begins with the participants talking about poor performers they have known and, in particular, about the characteristic behaviour they exhibited. Their views are summarised into a framework and then, in groups, the participants discuss the different symptoms displayed by individuals whose behaviour can be categorised in terms of the four quadrants of the framework. They return to present the results of their discussion to a plenary session. Working in groups of three, the participants each name a person working for/with them who is under performing. Each one is discussed in turn by the group in terms of the framework. They identify appropriate behaviours, which they can take back to the workplace to put into effect. The training activity closes with a brief review, emphasising the importance of the relationship between ability and willingness in under performance, and the need for help from the organisation in the form of continuous training.
Who is it for: This training resource is intended for use by trainers to provide work-based practise at using an analytical model for categorising poor performance in terms of willingness and ability.
| Resource Type: | Activity |
| Min Group Size: | 4 |
| Max Group Size: | 20 |
| Typical Duration: | 01:45:00 |
| No of Pages: | 15 |
Resources: View standard resources for Fenman training activities
Purpose: This training resource is intended for use by trainers on programmes dealing with managing poor performance, management and motivation, basic management, team leadership, and personal development.
Download the training activity, Analysing the causes of poor performance as featured in the Fenman training manual; Managing the Poor Performer