office (410) 474-8218

Work Performance Problems

I.  Overview

  General Considerations

A sudden change in job performance and/or personal behavior can signal the beginning of problems at the workplace.  The change can be due to personal or workplace problems or stressors.  Supervisors might note such things as tardiness, attitude problems, poor concentration, and lack of participation in organizational activities.  These changes may specifically indicate depression or may be the result of other problems such as attitude or coworker relationship problems.  Physical problems affecting work performance that entail frequent doctor's appointments, and complaints such as fatigue and sleep problems could be indications of stress.  

Common work performance problems include:

  • Repeated tardiness. 
  • Absenteeism (prolonged or frequent).
  • Interpersonal conflict.
  • Job dissatisfaction.
  • Misconduct.
  • A decline in work performance.

Supervisors are expected to identify work deficiencies of their subordinates and respond to any infractions promptly and consistently.  Their focus should remain on work expectations.  They must ensure that the unit member understands the work rules and requirements and avoid jumping to conclusions by making hasty reprimands based on an inadequate collection of facts.  Additional aspects of discipline include privately issuing warnings and reprimands, remaining calm, expressing a sincere desire to help, having the subordinate suggest ideas to improve their work, and formulating a corrective action plan with clear goals and milestones.  Supervisors must maintain their credibility by administrating punishment if non-compliance continues.

Evaluating Work Performance Problems

The evaluation process begins when the unit member recognizes an employee’s problematic behavior.  When a member exhibits problems with his or her job performance (ineffective work, absenteeism, accidents, conflict with coworkers, etc.), it is the responsibility of the supervisor to address the situation.  The supervisor should document the problem, and then discuss the issues with the employee.  The focus of this discussion with the member is the work related problem and how to remedy it.

Helping Unit Members Get Back on Track

For a unit member to get back on track, good leadership and unit support is required.  Supervisors should ask if something is going on in the member's life causing their problems and offer constructive suggestions.  Leaders should encourage the member to seek appropriate counseling as well as encourage the member to become an active participant within the unit.  Performance degradation not only negatively impacts the member's career but also the operational mission.  By recognizing the root cause of performance declines and making appropriate referrals, leaders are in a position to salvage careers and enhance performance.  For example, when the member is seen to fall behind, avoid work, violate rules, have poor hygiene, or have legal infractions, commanders, or  sergeants should ask the member whether there are personal problems, which have caused these changes in behavior.  Should a member's duty performance remain problematic despite counseling and administrative support, the individual should be considered for an Evaluation. Consult with local policy and procedure.

II. Relevant Policy

Counseling

Counseling is an indispensable rehabilitative tool for commanders.  The wisdom and maturity of the supervisor,  sergeant, or commander frequently provides the guidance needed to improve on-the-job or off-duty performance.  To assist the member in developing skills, attitudes and behavior, counseling should be done as soon as possible after substandard performance is identified.  Such a quick response also serves to maximize its effectiveness. 

III. Suggested Resources

  1. Job Stress and burnout, research, theory, and intervention perspective, by W. S. Paine
  2. Behavior in Organizations, by L. Porter

IV. References

  1. Michie, S. (2002).  Causes and management of stress at work.  Occupational and Environmental Medicine, 59, 67-72. 
     
  2. Pflanz, S. E., & Heidel, S. H. (2003).  Psychiatric causes of workplace Problems.  In Kahn, J. P., Langlieb, A. M. (eds):  Mental Health and Productivity in the Workplace.  San Francisco:  Jossey-Bass, 276-296.