Page 16 - DRG HR HANDBOOK- Nikita Pillay
P. 16
PERFORMANCE
MANAGEMENT
here is no doubt that managing an employee’s
performance can be one of the most challenging
Tparts of any manager’s role. Often by the time that the
organisation’s formal performance management process
commences, difficult and unproductive behaviours are
already entrenched and the relationship between manager
and employee has deteriorated. Productivity is low and
patience is in short supply.
MISCONDUCT VERSUS POOR
PERFORMANCE
It is important to know the difference between misconduct
and poor performance. Confusing the two could mean
your approach is completely wrong. The main difference
is in the level of control.
Poor performance is when an employee tries as hard as
possible but keeps falling short because they lack skill,
ability or training for example.
In cases of misconduct, the employee could perform
better but for whatever reason chooses not to.
WHAT ARE THE REASONS FOR POOR
PERFORMANCE?
There are many reasons why an employee may perform
poorly. Some of the common reasons include:
An employee doesn’t know what is expected
because goals and/or standards or workplace
policies and consequences are not clear (or have
not been set)
Interpersonal differences
There is a mismatch between an employee’s
capabilities and the job they are required to
16 undertake, or the employee does not have the
knowledge or skills to do the job expected of them
