From Helen's perspective, there were many possibilities she had to consider. One possibility was that Sam's work performance had deteriorated significantly because his last performance review. Another possibility is that Mary had a grudge against Sam and this performance review was her way of sending Sam a message.
Because Mary is an experienced and well respected manager, Helen thinks it's unlikely that this adverse performance review stands out as the result of personal animosity. If this really is true, then Mary and Sam have a communication problem. This issue can be common and affect everybody that reports to Mary. The effect of this trouble involves the business beginning to question every department manager's assessment about which employees are lazy or incompetent, and that are not.
D. The modern day communication issue is also solved inside a number of ways. A single way involves the manager modifying her performance review. Creating so would give the department manager the time to begin documenting performance problems. One more method to solve the trouble would be to give the performance review, but reword the language important about Sam's work performance.
E. 1 from the factors or forces of influence is inertia. There is a tendency to let sleeping dogs lie with regards to performance problems. Some managers don't have the experience or the conviction required to supply constructive criticism to subordinates. Managers like Mary needs to be aware of this type of inertia, and make sure that their performance reviews are factual and unbiased. An additional reason managers avoid confrontations with subordinates more than substandard performance is fear of confrontation. Most folks prefer harmonious working relationships, and asking a subordinate to address one or a lot more performance shortfalls is possibly to trigger an unpleasant interaction.
Following the annual performance review, Mary could begin to spend time carefully documenting Sam's performance. She would document his issue areas such as missed deadlines and substandard performance. Mary could provide suggestions about how to accomplish the tasks assigned more efficiently. Gordon Rabey writing in New Zealand Management (2004) explains that strong communication is more than the exchange of words; it is the exchange of meaning. Rabey suggests that telling a subordinate that there's a trouble just isn't powerful until and unless the listener is motivated to listen, and encouraged by the speaker to take specific action to address the problem (Rabey, 2004, 24).
In this scenario, a single alternative product would involve the Human Resources department facilitating discussions among Mary and Sam. Julie Beardwell and Chris Britton writing in Persons Management (2003) suggest how the Human Resources Department can and need to contribute towards the development and implementation of strong communication and employee involvement. Human Resources professionals such as Helen can use their knowledge and expertise to identify correct alternatives for better communications in between management and employe.
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