Jason Berk
Professor Patton
March 17, 2016
MAR4720
Fix Them or Fire Them 1) The author, Steven J. Shaer, states in the text that the process of firing an employee for under performing can be more damaging to the company then taking the necessary steps to help the employee to perform at the success level. It is much more effective to take the time and attempt to transform an under performing employee into a satisfactorily performing employee. Steven Shear uses a process that can help managers avoid the confrontation and procedural and legal hassles of an employee termination (“To Fire or Fix an Employee pg. 5-6”). This is called the ninety-day performance which plans to fix the employees or dismisses them.
2) The author states. “fixing …show more content…
30). Employees will attempt to rationalize their own performance by making excuses that they performed better in other areas, so they should make up for any poor performance in another job area. Another approach underperforming employees rationalize is explained in the text, “denial by changing the norm” (Fix Them or Fire Them pg. 30). Employees will try to relate themselves to other employees, stating they are average and the other employees are much more superior on the job. There may be only a few people who perform exceptionally. Lastly, some employees have the impression that “I am above all this” (Fix Them or Fire Them pg. 30). The employees will sometimes feel much more superior than other employees in their environment they are working in. As stated in the text, “illusory superiority is a phenomenon whereby people tend to overemphasize their positive qualities and underemphasize their negative qualities” (Fix Them or Fire Them pg. 30). Many people believe they are much better then other employees they work with on the job. This can lead to a negative aspect in the environment, because it may indicate to an employee, they do not have to perform well in certain areas as because they think they perform better in other areas to justify it. Any underperformance happening in an area …show more content…
It is not all responsibility of the manager, if the employee chooses not to help themselves. If a manager, sees an employer not striving to improve by a certain point, the manger should not feel bad for terminating the underperforming employee. Secondly, as a manager “you gave the person an opportunity to ‘rise to the occasion,’ but he or she either couldn’t or wouldn’t make the jump. It is not your responsibility as a manager, if the person doesn’t have the skills to be successful and can’t, wont, or doesn’t learn them” (Fix Them or Fire Them pg. 45). If an employee can’t physically and mentally improve their job performance, they will not beneficial to the team and should be terminated. Third, when an employee is constantly underperforming and not meeting the standards requirements for the job description as stated, this will cost the company money and time, which can be a negative point to the success of the overall team (Fix Them or Fire Them pg.
Professor Patton
March 17, 2016
MAR4720
Fix Them or Fire Them 1) The author, Steven J. Shaer, states in the text that the process of firing an employee for under performing can be more damaging to the company then taking the necessary steps to help the employee to perform at the success level. It is much more effective to take the time and attempt to transform an under performing employee into a satisfactorily performing employee. Steven Shear uses a process that can help managers avoid the confrontation and procedural and legal hassles of an employee termination (“To Fire or Fix an Employee pg. 5-6”). This is called the ninety-day performance which plans to fix the employees or dismisses them.
2) The author states. “fixing …show more content…
30). Employees will attempt to rationalize their own performance by making excuses that they performed better in other areas, so they should make up for any poor performance in another job area. Another approach underperforming employees rationalize is explained in the text, “denial by changing the norm” (Fix Them or Fire Them pg. 30). Employees will try to relate themselves to other employees, stating they are average and the other employees are much more superior on the job. There may be only a few people who perform exceptionally. Lastly, some employees have the impression that “I am above all this” (Fix Them or Fire Them pg. 30). The employees will sometimes feel much more superior than other employees in their environment they are working in. As stated in the text, “illusory superiority is a phenomenon whereby people tend to overemphasize their positive qualities and underemphasize their negative qualities” (Fix Them or Fire Them pg. 30). Many people believe they are much better then other employees they work with on the job. This can lead to a negative aspect in the environment, because it may indicate to an employee, they do not have to perform well in certain areas as because they think they perform better in other areas to justify it. Any underperformance happening in an area …show more content…
It is not all responsibility of the manager, if the employee chooses not to help themselves. If a manager, sees an employer not striving to improve by a certain point, the manger should not feel bad for terminating the underperforming employee. Secondly, as a manager “you gave the person an opportunity to ‘rise to the occasion,’ but he or she either couldn’t or wouldn’t make the jump. It is not your responsibility as a manager, if the person doesn’t have the skills to be successful and can’t, wont, or doesn’t learn them” (Fix Them or Fire Them pg. 45). If an employee can’t physically and mentally improve their job performance, they will not beneficial to the team and should be terminated. Third, when an employee is constantly underperforming and not meeting the standards requirements for the job description as stated, this will cost the company money and time, which can be a negative point to the success of the overall team (Fix Them or Fire Them pg.