Is the individual able to explain exactly what is expected Does the individual

Is the individual able to explain exactly what is

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Is the individual able to explain exactly what is expected? Does the individual understand the exact gap between de- sired performance and actual performance? 2. Provide training. The manager is responsible for making sure that the employee has been given the training necessary to do the job. Does the individual have the knowledge and skills needed to do the job? Has the individual received the same training as other indi- viduals? 3. Arrange appropriate consequences. The manager is responsible for making sure that good job performance generates positive conse- quences and that poor job performance leads to adverse consequences. What happens to the individual: 1) when he performs prop- erly; 2) when he performs poorly?
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207 Building Performance Excellence Does doing the job properly or quickly produce unpleasant consequences? 4. Provide feedback. The manager is responsible for making sure that the employee knows exactly how well or how poorly he is doing. How does the individual know exactly what’s expected of her? How does the individual know exactly how well or how poorly he’s doing? 5. Remove obstacles. The manager is responsible for making sure that nothing interferes with good job performance. What would prevent the individual from doing the job right if he wanted to? Does the individual have the time, the tools, the equipment, the authority, and the support needed to do the job? Once the manager has met these five responsibilities, she has done all that she is responsible for. The responsibility for good job perfor- mance now shifts to the employee. Hot Tip Don’t ever say ‘‘We have a problem . . .’’ when talking to an employee about a performance problem. ‘‘We’’ never have a problem. Either you as the manager have a problem because you haven’t met your responsibilities for creating the conditions that allow the employee to perform properly, or the employee has a problem because he isn’t performing properly in spite of the fact that the manager has made it possible for him to do so. 8.12 How do I identify exactly what the gap is between the desired performance and the employee’s actual performance? Identifying the gap between desired and actual performance is the most difficult part of solving performance problems. The reason is that
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208 The Performance Appraisal Question and Answer Book we usually define the problem in very general and abstract terms (e.g., ‘‘Harriet’s got an attitude problem’’), or we label the individual with an accusation (e.g., ‘‘George is a slacker’’ or ‘‘Tony isn’t a team player’’), or we use metaphors (e.g., ‘‘Sally isn’t keeping her nose to the grind- stone or her shoulder to the wheel’’). Although these statements may be true, none of them is helpful in determining what the exact difference is between what we want the individual to do and what the person is actually doing.
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