Originally Posted by
Sonrisa
unfortunately not. maybe i should bring it up with the BOSS.
Are you her manager Sonrisa? If you are your boss will expect you to solve this on your own.
Since I have exams coming up on Saturday I'm going to use this for my exam preparation.
Q. How do you influence an employee falling behind on work tasks to increase her work performance?
A.
Observation
In the case study, an employee is falling behind on her work tasks stating sick leave and backlog of work as the cause. Numerous reminders and requests to clear the back log have not been complied with. However the employee has promised to clear all the urgent requests and come in on a Saturday to speed up the process.
Analysis
Vroom’s expectancy theory argues that outcomes depend on motivation of an employee to achieve results. The main question that needs to be asked therefore is how employee motivation is being managed? It is also of interest what Porter-Lawyer extensions are being applied? (i.e. What are the appropriate outcomes at work, performance needed to ensure these outcomes, what are the links of outcomes to performance, size of rewards for performance and feedback?). Since these details are unknown the suggestion is to use elements of goal setting theory in the improvement plan.
It is unclear from the case study what kind of reward system and behaviour reinforcement strategy is in place to manage the employee’s performance. For instance is positive reinforcement – reward, avoidance, punishment or extinction being applied? On what intervals (fixed or variable) is it being applied? And what are the reward systems in place to enforce it? (Attitude rewards, behavioural rewards, merit system rewards or incentive rewards system).
It is also unclear what type of power and influence is being used to encourage employee’s performance. The evidence observed in the case study suggests that authoritative power is being used (employee is being asked to perform her duties) to achieve compliance (to get her work done). French and Raven (1959) argue that authority power although widely used is not always the best type of influence to achieve results and they recommend 5 other types of influences that may be relevant in this situation. Kelman (1959) argues that compliance is the lowest type of positive result that can be achieved from an employee (the only two lower are non compliance and resistance) and there are at least two other higher level outcomes that can be achieved through the use of combined spheres of influence
Improvement Plan
Since the type of motivation management in the case study is unknown it is recommended to introduce a summary of appropriate work outcomes in a form of company policy to the employee. The employee needs to be aware that it is expected of her to put effort necessary to ensure achievement of these outcomes. The employee also needs to be aware of rewards she will receive if the outcomes are reached consistently and what detriments to expect if they are not. This document should also include the management process she will be subject to. Goal setting theory recommends to establish a purposeful action by which specificity and difficulty of tasks will be revealed from the outset, commitment established and feedback from the manager received at task conclusion.
Since it is unclear what type of reward system and motivation reinforcement strategy is used in the case study the suggestion is to introduce behavioural reinforcement through the use of non monetary rewards (e.g. recognition of effort) for successful task completion and punishments (such as feedback requesting improvement or formal warnings) on a regular interval.
It is recommended to switch from the current compliance enforcement to higher levels of influence achievement and only scale back if it is not possible to achieve a result. Kelman (1958) argues that identification and internalization of tasks is a much more productive influence result that will ensure the employee does not just comply with tasks completion, but becomes self motivated to ensure their optimum completion. Such result can not be achieved through the use of authority power since by its nature it encourages only compliance or passive resistance. The suggestion is to start with a referent power source and to use a personal appeal strategy to target the employee’s internalization of the work load. The manager at this stage may want to examine the employee’s internal values and then attempt to link the values of an employee to the work they perform. For instance a person who values well being of children working for a children’s medical organisation may be internally motivated to perform their duties well to ensure a better treatment of children based on their personal values and not on the pay linked to their performance. The internal values are unique to each individual and it is up to the manager’s discretion to find them out and use them when necessary.
All of the above suggestions constitute elements of ‘Management By Objectives’ theory (MBO) in the workplace, a formalisation of workplan construction, feedback and refinement, performance appraisal and judgement. However a higher result may be achieved through the application of ‘Behavioural Self Management’ theory (BSM) that encourages employees to Self Regulate, (self monitor, self evaluate and self reinforce) observe and implement Situational Cues (Goals, self contract, attention, focus) and manage Contingent Consequences.
Don't cry, don't regret and don't blame
Weak find the whip, willing find freedom
Towards the sun, carry your name
In warm hands you are given
Ask the wind for the way
Uncertainty's gone, your path will unravel
Accept all as it is and do not blame
God or the Devil
~Born to Live - Mavrik~