HCAD 710 Exam 5 14-16
problem sources - Answer-problems can be related to work, off jobs or both, not possible to separate
the person on the job from person off the job. supervisor must become interested if an employees
personal problems causes a disruption in the dept.
indicators of problems - Answer-employee performance deteriorates, managers who suspect issues
should approach employees respectfully, events in employees private life are not the business of the
manager
supervisors role - Answer-must address results of behavior and not infer causation, do not probe into
personal info, do not give advice even if asked, listen and refer to appropriate help, refer to eap
primary purpose correction - Answer-taking steps to correct employees performance, correction is
always primary intent, essential to separate performance problems from true behavior problems
separate issues of performance behavior - Answer-different problems require different approaches,
may be necessary to determine if an employee can not or will not perform as expected, employees are
entitled to know whats expected of them. first area dept manager should examine is expectations of
employer
performance problems - Answer-failing to meet expectations of the job
, behavior problems - Answer-violations of policies or work rules
addressing performance problems - Answer-when looking for source of problem was everything done
to ensure success, early performance problems can indicate weak orientation, manager must take steps
to correct difficulty and assign time frame once problem is identified
performance and improvement process - Answer-manager observes problem and conducts
investigation to verify existence and nature, supervisor meets privately with employees to discuss issue
and get their perspective an views, supervisor should make effort to secure employees agreement
concerning nature of the problem and how to correct it,both create written document outlining time
table, supervisor must follow up on time and in good faith
outcome options - Answer-manager decides if agreement was satisfied and on subsequent steps.
options can include extending improvement period in the case of partial improvement or dismissal for
failure to meet expected evaluation standards
repeat problem - Answer-secondary problems, remediation when repeat of problem
options when dealing with repeat problems - Answer-repeat performance improvement process,
documentation for second time and process should include wording as such and subsequent
performance must be above standard or risk discharge
assessing behavior problems - Answer-disciplinary problems are upsetting and unsettling to managers,.
shouldnt ignore situations, postpone action until events resolve themselves, or hesitate.. should apply
disciplinary cautiously and confidently. caution is healthy
progressive discipline process - Answer-counseling, one or more oral warnings, one or more written
warnings, suspension with or without pay, and termination. initial step is informal counseling. oral
warning is first formal step. supervisor should create written documentation and have employee sign it.
documentation is essential to prove organizations processes were followed. signing doesnt mean
agreement but aknowledges employee has seen the document. in serious situations a 2nd manager
should be on hand
problem sources - Answer-problems can be related to work, off jobs or both, not possible to separate
the person on the job from person off the job. supervisor must become interested if an employees
personal problems causes a disruption in the dept.
indicators of problems - Answer-employee performance deteriorates, managers who suspect issues
should approach employees respectfully, events in employees private life are not the business of the
manager
supervisors role - Answer-must address results of behavior and not infer causation, do not probe into
personal info, do not give advice even if asked, listen and refer to appropriate help, refer to eap
primary purpose correction - Answer-taking steps to correct employees performance, correction is
always primary intent, essential to separate performance problems from true behavior problems
separate issues of performance behavior - Answer-different problems require different approaches,
may be necessary to determine if an employee can not or will not perform as expected, employees are
entitled to know whats expected of them. first area dept manager should examine is expectations of
employer
performance problems - Answer-failing to meet expectations of the job
, behavior problems - Answer-violations of policies or work rules
addressing performance problems - Answer-when looking for source of problem was everything done
to ensure success, early performance problems can indicate weak orientation, manager must take steps
to correct difficulty and assign time frame once problem is identified
performance and improvement process - Answer-manager observes problem and conducts
investigation to verify existence and nature, supervisor meets privately with employees to discuss issue
and get their perspective an views, supervisor should make effort to secure employees agreement
concerning nature of the problem and how to correct it,both create written document outlining time
table, supervisor must follow up on time and in good faith
outcome options - Answer-manager decides if agreement was satisfied and on subsequent steps.
options can include extending improvement period in the case of partial improvement or dismissal for
failure to meet expected evaluation standards
repeat problem - Answer-secondary problems, remediation when repeat of problem
options when dealing with repeat problems - Answer-repeat performance improvement process,
documentation for second time and process should include wording as such and subsequent
performance must be above standard or risk discharge
assessing behavior problems - Answer-disciplinary problems are upsetting and unsettling to managers,.
shouldnt ignore situations, postpone action until events resolve themselves, or hesitate.. should apply
disciplinary cautiously and confidently. caution is healthy
progressive discipline process - Answer-counseling, one or more oral warnings, one or more written
warnings, suspension with or without pay, and termination. initial step is informal counseling. oral
warning is first formal step. supervisor should create written documentation and have employee sign it.
documentation is essential to prove organizations processes were followed. signing doesnt mean
agreement but aknowledges employee has seen the document. in serious situations a 2nd manager
should be on hand
