SALANGUIT, Loren L.

EMG 141 / E01

CASE STUDY

IS RAJAT IN NEEDS OF REMEDIAL TRAINING?

Rajat Sharma has been employed for six months in the accounts
section of a large manufacturing company in Faridabad. You have been
his supervisor for the past three months. Recently you have been
asked by the management to find out the contributions of each
employee in the Accounts Section and monitor carefully whether they
are meeting the standards set by you.

A few days back you have completed your formal investigation and
with the exception of Rajat, all seem to be meeting the targets set by
you. Along with numerous errors, Rajat’s work is characterized by low
performance – often he does 20 percent less than the other clerks in
the department.

As you look into Rajat’s performance review sheets again, you begin to
wonder whether some sort of remedial training is needed for people
like him.

QUESTIONS:

1. As Rajat’s supervisor can you find out whether the poor

performance is due to poor training or to some other cause?

As Rajat's supervisor, I would invite him to a one-on-one meeting to

fully understand any difficulties he might be having. I would also
consistently supervise the progress of his work to analyze the methods
and abilities that he uses in his work. This approach would give me a
better perspective regarding his problems. 

2. If you find Rajat has been inadequately trained, how do you go

about introducing a remedial training program?

The remedial training program will enable employees to update

themselves in new ways and means to effectively carry out their
assigned tasks or tasks. I will proceed first on checking what training
he had been experienced and on his colleagues. The training gaps that
may have contributed to the current issues can be found by looking
into the training records. Rajat would earn incentives for his
improvements in his work during the remedial training, which will
serve as a motivational force. The required training should be brief and
tailored to only what is needed.

3. If he has been with the company six months, what kind of remedial
program would be best?

Rajat must have acquired the expertise and skills required for his
position given that he has been employed by the company for the past
six months. During the time of his introduction to the company, he had
to receive introductory training. If additional training is required, it will
be done. His training report can be evaluated to identify any
shortcomings. To ensure that the performance is sustained and
ongoing after the training, close supervision is advised.

4. Should you supervise him more closely? Can you do this without
making it obvious to him and his co-workers?

Yes, as Rajat’s supervisor I can monitor him without notifying him of

monitoring his daily activities. Monitoring day-to-day operations
enables senior managers to know whether their employees are
performing their assigned tasks or not.

5. Should you discuss the situation with Rajat?

The scale of the issue is overwhelming and requires Rajat's

immediate attention. Rajat needs to be aware of the circumstances
and the damage being done so he doesn't mistake the monitoring his
work as punishment or criticism. He will become aware of his current
situation, what is wrong with it, and what corrective action is intended
after talking about it. Rajat's interest and willingness are necessary for
both active engagement in remedial measures and the
accomplishment of the action conducted.