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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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• “You have been late to work every day this week. Because of your tardiness, I had to pull Jim out of the mailroom to cover your job. I expect you to be in your seat, ready to work, at 9:00 A.M. every
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morning. If you’re late again, I will request that the general manager issue a formal reprimand in your case. But I’m sure we can avoid that situation—I’m counting on you to turn this around!”
CREATING EMPLOYEE IMPROVEMENT PLANS
Performance improvement plans are a crucial part of the discipline process because they set definite steps for employees to undertake to improve performance within a fixed period of time.
If employee performance transgressions are minor then creating a performance plan is generally not necessary. Also, because most instances of misconduct must by nature be corrected immediately or else, performance improvement plans are generally not appropriate for correcting employee misconduct. However, if your employee’s poor performance is habitual and you’ve selected counseling or more severe discipline, a performance plan is clearly appropriate.
A performance improvement plan has three parts:
1. Goal statement: The goal statement tells your employees exactly what it will take to make satisfactory improvement. The statement is tied directly to your employee’s performance standards, for example, “Completes all his assignments on or before agreed deadlines,” or “Is at her station ready to work at exactly 9:00 A.M. every day”
2. To be effective, plans need definite completion dates with fixed milestones along the way.
3. Required resources/training: If the employee will need additional resources or training to improve performance, they will be summarized here.
Here’s a sample performance improvement plan for a worker who makes repeated errors in typed correspondence:
MANAGEMENT CHALLENGES
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George Tyerbyte's Performance Improvement Plan Goal Statement
• Complete all drafts of typed correspondence with one or fewer mistakes per document.
Schedule for Attainment
• George must meet the above goal within one month after the date of this plan.
Required Resources/Training
• George will be immediately enrolled in the company refresher course in typing and reviewing correspondence. This training must be successfully completed no later than two weeks after the date of this plan.
Rather than assuming the plan will be acted on by your employee, follow up to ensure that they are making progress toward the goals that you both agreed to.
Help your employees implement their improvement plans by scheduling regular progress reporting meetings with them, on a daily, weekly, or monthly basis. More extensive improvement plans necessitate more frequent follow-up. Progress meetings such as these serve two important functions:
1. They provide you with the information that you need to assess your employees’ progress toward meeting their plans.
2. They demonstrate to your employees that their progress is important to you, and thus should be prioritized.
Create performance improvement plans and put them to work with your employees. Reward your employees for achieving their plans, but beware of employees who improve under your watchful eye, but who
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return to their old ways when they think you’re not looking any longer. If an employee can’t maintain his or her required performance standards, you may want to consider whether he or she is really suited to work for your organization.
-------------------------- POP QUIZ! ------------------------------------
There is more to disciplining employees than simply punishing them for every conceivable transgression on the job. Reflect for a few moments on what you have learned in this chapter; then ask yourself the following questions:
1. What is your philosophy of employee discipline?
2. Are you fair and objective when you discipline employees? If not, why not?
3. Do you play favorites with certain employees? Who and why?
4. In what ways do you differentiate the treatment of performance problems from misconduct?
5. Howare employee improvementplans structured in your organization?
CHAPTER 15
V
Terminating Employees
IT'S A NEW WORLD OUT THERE . . . Firing and . . .
How to conduct terminations the right way. Termination: The final disciplinary step. Reasons for termination.
Dealing with layoffs and downsizings. Ensuring fairness of terminations.
How to fire employees.
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MANAGEMENT CHALLENGES
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WHEN ALL ELSE FAILS . . .
Unless you’re Donald Trump, one of the most difficult jobs for any manager is to fire an employee. And no matter how many times you do it, firing employees is never something a manager looks forward to doing. But terminating employees is a part of every manager’s job, and it’s a skill that you can learn and improve.
Sometimes, no matter how much you try to help someone succeed in your organization, there’s nothing you can do to save him or her. Terminations aren’t limited only to your discretion, sometimes employees “fire” themselves. If you’re lucky, they will give you two weeks’ notice.
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