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FIX THEM OR FIRE THEM 8

FixThem or Fire Them

FixThem or Fire Them

1)Does the author think it is better to &quotfix&quot an employee or&quotfire&quot them and why?

Accordingto the author, it is better to “fix” employees when possibleinstead of “firing” them. Shaer suggests that employers haveseveral platforms and strategies they can use to improve theperformance of the team members. His book elaborates on effectivemeasures that managers can use to improve productivity ofunderperforming staff members. He outlines theories, strategies, andpractical information that can help to increase employeeproductivity, and in case the effort fails to yield results, heoffers the approach managers should follow in dismissing burdensomeemployees. Since the author stipulates that firing an employee shouldbe the last option a manager should take, this proves that he prefers“fixing” the employees to “firing” them. The author claimsthat, sometimes, employees’ underperformance could result from thebehavior of the supervisor. As such, it becomes important for themanagers to re-evaluate their management behaviors. The authorproposes that supervisors should remain supportive to the teammembers in order to make them feel valued. As a corporate manager andskilled consultant, Shaer expresses optimism that supervisors cancoach underperforming employees until their performance attains avaluable level for the firm. Every company has internal solvingdisputes that can help to increase an underperforming employee(Shaer, 2013).

2)What are some of the key things that a performance plan needs to haveto be efficient?

Aperformance plan is a collection of objectives that employees plan toachieve in an organization. Some of the essential components that aperformance plan should have in order to be efficient include:

1)Definite goals: the plan should stipulate the objectives thatemployees are supposed to accomplish. The managers and the employeesshould discuss and set the goals that team members should aim ataccomplishing in order to enhance its performance level.

2.Specific period: the employees should schedule to accomplish thescheduled goals within a given duration.

3.Setting the scene: this involves planning and agreeing on variousthings such as projects, deliverables, and outputs (the goals staffis planning to achieve) relevant skills and experience required forattaining the objectives and the conduct of the employees, whichguides the strategy they use to accomplish their objectives.

4.Performance plan should also identify he support employees will needto accomplish the set goals

5.Define good performance: the plan should describe an analysis methodthat the supervisors will use to determine whether the employees areon the right track to attaining the set objectives

6.Performance plans should schedule the dates on which the managers andthe employees should meet to next to discuss the progress of the setgoals, evaluate new obstructions, and develop strategies foraddressing the hindrances

7.The set objectives should be Specific, Measurable, Attainable,Realistic and Time focused (SMART) for it to have a positiveinfluence in an organization

3)What are three ways underperforming employees rationalize theirperformance? Explain.

Underperformingemployees often rationalize their performance level using variousapproaches such as:

1).Myperformance level is excellent. The problem is the measurement levelthey are using: employees comforting themselves using this strategyare often in denial of reality that their performance level issubstandard. The attitude that the employer is using an unsuitablemethod to assess their performance level hinders them from seekingadvice, assistance, skills, and other tools that can boost theirachievement (Shaer, 2013). In some cases, these employees developstereotypic mindset that they can reach performance level of thecolleagues the supervisor is comparing them with because they havelonger experience in their respective fields than they do.

2.Although I do not perform well in this section, I am still valuableto this business because I perform perfectly in another field. Theseemployees have a mentality that they can compensate their poorperformance in one section with excellent performance elsewhere(Shaer, 2013). For example, a schoolteacher with poor disciplinarycapacity for correcting students, but often produces candidates withhigh grades accepts his weakness, but he takes comfort that he isstill valuable to the school because he is excellent in teaching.

3.In other cases, individuals are aware their performance issubstandard, but they do not bother to increase because they feelthey are above struggling to achieve goals. This attitude is mainlycommon with sole-proprietors (Shaer, 2013). They know that theirproductivity is below standard, but they feel they should not fightto improve it since they are the boss hence, the junior employeesshould instead struggle to accomplish their supposed chores.

4)How can you apply the lessons from this book to your own performanceas an employee?

Oneof the lessons from this book that can help to improve my performanceas an employee is that I need to look for knowledge and skillsconstantly in my respective field in order to improve my performancelevel. In addition, I should refrain from deliberate misconduct sinceit can reduce my performance output. The author also emphasizes onthe significance of discipline as the pillar for excellentperformance. I have discovered that if I am disciplined, I can avoidconflict with colleagues and supervisors, which in turn would help meto develop a good rapport with people who can help to boost myoverall performance at my workplace (Shaer, 2013).

Whatlessons can you take from this book that will help you perform atyour job so that you do not need to be &quotFixed&quot nor &quotFired&quot?

Furthermore,this book has helped me to discover rationalizations that I have beenusing to justify my underperformance. For example, I often think ofmy achievements as the best, although some of my colleagues outdo myperformance. I have been comforting myself that our talents aredifferent therefore, I should not strive to compete with thesepeople (Shaer, 2013). However, I have now discovered that thisattitude has been contributing to my underperformance because I donot put relevant effort to match the performance of theseindividuals, despite the fact that I know I could surpass theiraccomplishments if I can also devote my energy into achieving thebest.

References

Shaer,J.S. (2013). FixThem or Fire Them: Managing, Evaluating and TerminatingUnderperforming Employees.Challenger Books.