Case Analysis - Employee Performance Case Study by Nicky

A look at a case of a low performing employee.
# 151141 | 945 words | 2 sources | APA | 2012 | US
Published on May 23, 2012 in Business (Management)


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Description:

This paper presents a case study about a ficticious manager and how his attempts to motivate his low-performing employees backfired. First, the paper discusses how the manager couldn't differentiate between friendliness and employee orientation. In particular, it notes that the manager tried to ingratiate himself into the lives of those he managed. According to the paper, the manager should change his approach to managing low-performing employees. Then, it suggests solutions to this problem of how he related to those he managed by being more employee oriented. This includes having one-on-one interviews with individual employees to identify the specific reasons that some of them are performing unsatisfactorily. The paper concludes by restating the manager's past mistakes of getting too involved with the personal lives of his employees.

Outline:

Primary Recommendation
Possible Alternative Solutions
Rationale

From the Paper:

"In principle, the recommended approach for Dave is to abandon his efforts to ingratiate himself socially into the lives of his poor-performing employees. Instead, Dave should express his increased effort in the realm of employee orientation in a manner that communicates his desire to understand why his high-performing employees work harder and more conscientiously than his low-performing employees, as well as what specific factors either motivate higher performance or detract from that motivation on the part of his lower-performing employees.
"If anything, Dave's misunderstanding of the concept of "employee orientation" and his attempts to ingratiate himself socially into the lives of his poor-performing employees was counterproductive: instead of motivating them to perform better, they likely reinforced those employees' current level of dedication to their positions and their responsibilities by communicating (albeit indirectly) that Dave was pleased with their performance at the level that Dave considers unsatisfactory."

Sample of Sources Used:

  • Daft, R. (2005). Management 7th Edition. Mason: Thomson South Western.
  • Russell-Whalling, E. (2008). 50 Management Ideas You Really Need To Know. London: Quercus

Cite this Case Study:

APA Format

Case Analysis - Employee Performance (2012, May 23) Retrieved December 09, 2022, from https://www.academon.com/case-study/case-analysis-employee-performance-151141/

MLA Format

"Case Analysis - Employee Performance" 23 May 2012. Web. 09 December. 2022. <https://www.academon.com/case-study/case-analysis-employee-performance-151141/>

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