Introduction and the Issue
The performance diagnosis model provides a systematic way in which the subordinates and managers pinpoint performance problems and causes of dissatisfaction together. The model assumes that employees will work hard in case the environment they work in encourages the cations. Work performance problems are visible in Lenard’s oil refinery company. He has worked there for 11 years and experienced performance and behavioral issues.
The boss has identified the problem in the question of whether the subordinate and boss agree that the performance of the subordinate should be improved. The problem is performance issue brought about by the subordinate. It is evident that Lenard has trained several individuals to be Process Specialists, and although the lowest individual should absorb the training, competency level is an essential factor. Teaching a group of individuals does not yield similar results due to different competency and behavioral traits in a workplace. Training affects the performance of a company. Both the boss and the subordinate agreed that performance should be improved and training is one of the ways of doing it.
The issue of improving performance stem from poor subordinate ability (Carlopio, Andrewartha, Whetten, & Cameron, 2011). Different employees have different capabilities. Doing a lot of training might not be helpful at times in resolving this issue because Lenard’s workplace does a lot of training, but people cannot be trained in the same level. For instance, when Lenard’s company held face to face training in the refinery, and every individual got the same training, one person made a mistake of using the new process in less than one month. The issue indicates that improving performance comes from poor subordinate ability. Some people are slow learners, and this can affect the overall performance of a company.
There is lack of ability due to inadequate aptitude in Lenard’s company. For instance, the person who made a mistake in a new process even after receiving training has worked for the company for over 15 years. However, he does not understand new things quickly. Maybe he lacks the ability because he does not have the natural ability to engage in the activities. The issue brings another problem in which most people do not want to ask questions in a group since others may perceive them as unintelligent.
Solutions to the problem
From the Performance Diagnosis Model, in resolving the first question, the perception problem is used. Both the manager and the subordinate should recognize that there is a problem and that they are ready to solve it (Carlopio, Andrewartha, Whetten, & Cameron, 2011). The problem is the performance problem in Lenard’s Company. We have agreed that involving both the parties is essential as it will ensure that we get their views on the issue. The manager should let the subordinates know the current expectations of the company and how the different employees are performing. Through this, it will be easier to identify the employees are having performance problems. Involving both the parties will also help in strategizing on the way forward of resolving the issue. One of the ways is introducing new training programs.
Although Lenard’s company conducts training severally, the issue of improving performance comes from the poor subordinate ability. It can be said its due to lack of adequate training, and it interferes with the performance of the organization. Therefore, asking the subordinates to perform tasks which exceed their knowledge level or current skill may resolve the issue (Carlopio, Andrewartha, Whetten, & Cameron, 2011). Furthermore, the problem can be solved by having additional education or training. For the slow learners, the company should ensure that they are trained as individuals. The strategy will ensure that they capture all the activities done during the training to resolve the issue of performance in the organization. It is also essential to apply qualification testing in training programs. The strategy will help a person who is a low learner. The test can be written, and it should be a combination of short answers, multiple choice, T and F, and a panel in which various supervisors ask different questions. The subordinates’ low self-esteem can increase through the process, and this will make them ask questions whenever they do not understand since the oil refinery process is complicated and it requires a lot of keenness.
The issue of lack of ability due to low aptitude in Lenard’s company can be resolved by considering other training solutions (Carlopio, Andrewartha, Whetten, & Cameron, 2011). It can be done by grouping individuals according to their capabilities during training. It will help in knowing the problem faced by some of the subordinates and how to resolve them. However, when the process does not work, reassigning a person to another position or refitting his job requirement will be the best solution to the performance problem. Some people may have chosen a position because of the rewards they have although they do not have a lot of knowledge in the area. Therefore, finding an area that fits an individual will play n critical role in the subordinate providing quality services which further increases a company’s performance. We have seen that the lineups in Lenard’s company are crucial and some entail finished product.
Carlopio, J., Andrewartha, G., Whetten, D. A., & Cameron, K. S. (2011). Developing Management Skills. Melbourne: P.Ed Australia.