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In a highly competitive, results-oriented workplace, it is imperative for the management to sincerely determine the ways to deal with performance conflicts to win over strains that pose big threats to organizational results.
Many a time, when individuals are challenged to perform, they tend to prove their individual expertise rather than contribute to team excellence. Also, removing mediocre staff and underperformers from the organizational structure is a tough task to do post-appraisal for every performing organization. Unless organizations try to eliminate the root causes of underperformance, it will remain a herculean task to contain.
Nevertheless, any organization gifted with a professionally sound leadership can handle performance conflicts in a much efficient and effective manner because underperformance is primarily caused by organizational policies and culture. Every human, regardless of upbringing, strives for recognition in the workplace. Without doubt, this translates to good performance which qualifies every individual for career growth. By recognizing one’s contributions, there will be lesser chances for intentional underperformance in any workplace.
Organizational leaders need to think rationally. When we review the scenario from a level-playing field, we will come to a consensus that the reason for underperformance is shifting from individual to organizational approach.
Lack of professional hiring policies and recruitment procedures, poor training modules, focus-less mentoring processes, lack of role clarity and general communication gaps have emerged as critical factors that result in employee underperformance.
If organizations have the ability to identify gaps in the early stage, then they have the advantage of building a healthy work culture which ensures high performance results.
• Every employee, no matter the job role, strives for recognition
• Underperformance is usually caused by organizational policies
• Leadership can translate a firm from mediocrity to meritocracy
Click on Judge your managers and read more about leadership
Source: Raskin Robins, Special to Jobs & Careers
The writer is Business Development Manager, Global Composites, RAK