Academic Years : 2021-2022

RESEARCH WORK

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BAA3

BY SUPERVISOR

-DIALLO Laetitia Mrs. SESI Vanessa

-NEAN Beugre Anyssa
-KOFFI Noriane
 TABLE OF CONTENT

INTRODUCTION

I- THE PERFORMANCE MANAGEMENT

1- Definition
2- The objectives of performance management
3- Importance of performance management in the organization

II- THE POOR PERFORMANCE MANAGEMENT

1- Definition
2- Identifying poor performance
3- Common reasons for poor performance
4- The impact of poor performance in the organization

CONCLUSION

WEBOGRAPHY

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 INTRODUCTION

Management performance is a powerful lever for corporate engagement. Often seen

as a simple process of controlling and monitoring employee performance, the
implementation of this program is nevertheless beneficial for both the organization
and the employees.

However, poor performance by workers is also a scourge that cripples many

organizations today. They are triggered by multiple reasons such as lack of
employee motivation.

The goal of our research will be first of all to briefly present to you what
management performance is, then we will present to you what poor management
performance is and its impact. in an organization.

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 I- THE PERFORMANCE MANAGEMENT
1- Definition
Performance management is an ongoing process of communication between a
supervisor and an employee that occurs throughout the year, in support of
accomplishing the strategic objectives of the organization.

2- The objectives of performance management

The major objectives of performance management are discussed below:

 To enable the employees towards achievement of superior standards of work

performance.
 To help the employees in identifying the knowledge and skills required for
performing the job efficiently as this would drive their focus towards
performing the right task in the right way.
 Boosting the performance of the employees by encouraging employee
empowerment, motivation and implementation of an effective reward
mechanism.
 Promoting a two-way system of communication between the supervisors and
the employees for clarifying expectations about the roles and
accountabilities, communicating the functional and organizational goals,
providing a regular and a transparent feedback for improving employee
performance and continuous coaching.
 Identifying the barriers to effective performance and resolving those barriers
through constant monitoring, coaching and development interventions.
 Creating a basis for several administrative decisions strategic planning,
succession planning, promotions and performance-based payment.
 Promoting personal growth and advancement in the career of the employees
by helping them in acquiring the desired knowledge and skills.

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 3- Importance of performance management in the
organization
Research shows that organizations who put their « focus on continuous
performance management have better business results ». There is merit to this
argument. Organizations who dedicate time regularly to performance reviews and
assessment are more likely to see an increase in employee motivation as they are
encouraged to think about their goals more frequently. After all, employees’ goals
change more than only once per year.

Performance Management provides consistency and brings to your HR team. If the

process is determined in a clear and concise way, then employees, managers and
HR professionals within your organization will be aware of what to do, and when
to do it. This way, tracking your employees’ growth, or need for support if
performance is lacking, is simplified and identified much faster.

II- THE POOR PERFORMANCE MANAGEMENT

1- Definition
Poor performance is legally defined as 'when an employee's behaviour or
performance might fall below the required standard'. Dealing with poor
performance is, however, a legal minefield. This might explain why some
employers tend to confuse poor performance with negligence, incapacity or
misconduct.

2- Identifying poor performance

Goals are not being met: The first and probably most straightforward sign is that
the employee’s goals are not being met. You set out certain goals, in terms of what
the job is supposed to accomplish, and that person is not meeting them at all. This
way of identifying low performance is pretty obvious and where we HR
professionals go first. But, it is only one part of the equation.

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The quality of work is poor: Low quality work may mean that goals are being met
but the quality of work is just not up to par. And, as a manager, you need to able to
carefully explain to employees how their work is not meeting expectations and be
able to define what good performance would look like as opposed to what’s been
turned in.

Employee has difficulty working with boss or co-workers: We’ve all run into
the situation where an employee is getting the job done, and may even have high
quality work, but they cannot work with other people. And, if that has an effect on
their ability to get work done and on other’s ability to get work done, or for the
organization to meet it is goals, then that is a low performance issue.

Employee violates company policy: If you have a policy violation, even if they
are a top performer, depending on how serious it is or if it is a repeat issue, you
may need to terminate that employee. All of these situations can help you identify
low performance. When a manager comes to you and talks about terminating an
employee, I think the manager must be able to clearly articulate what the issue is.

3- Common reasons for poor performance

There are a number of common reasons for poor performance in an employee,
thought every situation and every person is different. But the only way to get
someone performing at peak levels is to find and understand their reasons.

 They lack the required capabilities

In this situation the employee simply doesn’t have the needed capabilities to
perform the job. They might not have asked for help, or they might have asked but
nor received it for some reasons.

 The job isn’t challenging enough

In this case, your employee is simply bored. Perhaps they have more capabilities
than you have realized and that haven’t been put to use.

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To end the boredom, ask them to help train new employees, or get them involved
on committees or team projects that let them learn about other areas of the
company.

 They feel they aren’t appreciated

No one wants to feel that they aren’t appreciated. Most of us need to get some kind
of affirmation from our work and in fact, a portion of our self-esteem is based on
getting that affirmation.

Employees who don’t feel that they are properly appreciated whether with money,
opportunities, or just words of acknowledgement are bound to have performance
issues eventually.

 They feel they’ve been overlooked in some way

This situation is usually specific to feeling as if they have not been provided with
certain opportunities. They may believe that they have been overdue for a
promotion, a position of some status, or some other perk that others received.

 They don’t get along with their colleagues

Most of us spend more time with our work colleagues than we do with our family
or friends. If we don’t get along with our colleagues, that’s a lot of our lives that
will be spent in unpleasant situation. If an employee feels like an outsider or as if
he is not liked, or if he feels he has no support from his team members, then your
employees is lacking a necessary resource to be able to perform at capacity.

 They have personal problems

The good news is that this type of performance issues is often temporary. Once the
problem is resolved, the performance issue is resolved as well. Some Organizations
offer employee assistance programs that involve temporary counselling or even
temporary financial assistance.

 Lack of motivation

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If an employee doesn’t see the reason for performing at the level you expect, she is
not going to meet your expectation. Lacking motivation means that they lack the
drive to do their best. This lack of motivation can also be a symptom of another
problem; for example, if an employee feels that there isn’t appreciated, why would
they try even harder? If an employee feels her previous efforts have been
overlooked, why should they keep trying?

 The job is not right for them

In the end, there are some times when the lack of performance is due to the fact that
the job and the employee are simply not right for each other. You may try to work
with the employee and improve their performance, but nothing seems to work. In
these cases, you may need to accept that the job is simply a bad fit for the
employee.

4- The impact of poor performance in the organization

It is fairly obvious that poor performance isn’t a good thing for an optimal work
environment, but how does it specifically affect the team?

 Decreased morale of the team: low morale can be an infectious contributor

to poor performance. One employee who expresses unhappiness at work can
directly impact teammates, who in turn may begin to question their purpose
as well. Lower morale can lead to disagreements among team members,
insubordination to the manager, and general lack of support for teammates.
 Lowered productivity: A bad attitude and/or lack of motivation towards
one’s responsibilities will directly result in lower productivity, which
ultimately leads to poor performance in the workplace. Additionally, these
negative interactions will affect other employees, and increase the likelihood
of widespread poor performance and overall pessimism.
 Reduced quality of work: This goes hand in hand with the above effects.
Team members who are not engaged in their work will undoubtedly

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 contribute less and are generally known to actively increase their non-
attendance.
 High turnover: Unfortunately, poor performers who are tolerated in a
workplace can result in a higher turnover of good employees. Hard workers
who see that less productive employees escape notice will be more inclined
to move on. The other side of that is the fact that the underperformers will
likely stay put, as they learn that mediocre results are deemed acceptable.
 Manager stress: Continuously managing poor performance in the
workplace can take its toll on managers as well. Negotiating with the
employee or finding strategies that will ensure they do their job is time-
consuming, frustrating and shouldn’t have to ever be a manager’s ongoing
practice.

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 CONCLUSION

To conclude, poor performance or underperformance is often due to inability to

perform the duties of the role or non-compliance with workplace policies, rules or
procedures or unacceptable behaviour at work.

It's hard to stay competitive in an industry if people aren't doing their best.
However, the human resources department has the daunting task of helping
employees improve their poor performance or underperformance early on, before
they start to affect the productivity and morale of other co-workers.

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 WEBOGRAPHY

https://www.clearreview.com/managing-poor-performance/, visited 05/11/2021

https://www.employment-studies.co.uk/report-summaries/report-summary-tackling-poor-
performance, visited 04/11/2021

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