Psychological approach in industrial relations:

Poor performers, difficult people

Dr. K. Kuhathasan CEO: Cenlead

Management is about working with people. Modern Management is about using the talents of those people is such a way as to ensure that the organization, the individual and the team all benefit.

Problem people are those you complain about. They are those you have tried to persuade to do what you want, but still cause difficulties.

They require more of your time than anyone else, causing you headaches in countless ways.

Yet, the same people may have marvellous ideas, generate change without realizing it, and have something valuable to offer.

What do we really mean by problem people? It is normally someone who does poor work, is a bad time keeper, resists change, constantly upsets other people, fails to speak enough, misses deadlines and annoys clients.

Even experienced managers will sometimes say, 'I' ve run out of ideas on how to deal with him 'or' She could so much better, but I just can't seem to make any progress' or 'He simply never does what I ask.' These are all signs that there is a problem person to be managed.

Since problem people can be incredibly effective under different circumstances, it is better to think of them as a symptom as much as a problem. It is their behaviour you need to alter, not their personality.

In the wider context of the organization's future strategic intentions, your identification and handling of so - called problem people may prove extremely important.

Often problem people are those who press the organization to do things differently, challenging the status quo and seeing the world as it really is, not as a problem person and why.

How can you identify difficult people

* They are angry about something you have done.

* They feel insecure and lack confidence.

* Somebody else has upset them.

* Something outside the work setting bugs them.

* They may think that you are not listening to them.

How you can help them

* Ensure that people are treated courteously, without favouritism, prejudice, public criticism, gossip, inconsistent policies or unreasonable behaviour.

* Make people feel welcome and comfortable in the organization, with support and good working conditions.

* Give people as individuals - design jobs to match their interests and abilities, allowing a sense of achievement.

*Show the importance of everyone's jobs and reward them fairly with money, recognition, promotion and other incentives:

* Give people responsibility and allow them to make as many of their own decisions as possible;

* Set individual goals and make these demanding but achievable;

* Measure everyone's contribution, acknowledge these publicly and reward them - making a clear link between performance and rewards.

* Encourage teamwork and co-operation and bring people together to sort out conflicts.

* Have direct, open communications, with information flowing freely around all levels of the organization - don't keep secrets from people.

* Arrange regular meetings to discuss targets, progress, problems

* Show how progress can be made through a career path;

* Measure absenteeism and staff turnover, as these give a clear picture of morale and job satisfaction.

The problem employee

The problem people are also people whose behaviour does not match the norm expected for the organization.

Such employees are likely to offer three performance problems:

* Job performance problems.

* Inter-personal problems with other members of the staff.

* Behavioral problems Some employees will suffer from all three types of problems, while others will be less complicated, showing the symptoms of only one or two of the problems.

Job performance problems

The employee concerned cannot or will not perform the job to a standard acceptable within the organization.

When the employee cannot meet an acceptable standard, there are two possible reasons: either he needs additional training to be able to undertake the task effectively or he is incapable of understanding the task even after training.

The solution is simple: On the one hand provide the extra training, ensure that every possible encouragement and training aid is used.

Inter-personal problems with other members of the staff

One employee fails to get on with another. In its simplest form, the problems may not affect performance, but can be a regular irritation to the work group.

Even at this low level it will affect team performance. It does not matter what the problem is.

The first step to solution is to talk to the employee reflecting the unacceptable behaviour and point out the problems.

If you have an atmosphere of teamwork, realization of the strain put on the team may be enough to solve the problem. If that doesn't work, you will probably need to run a counselling session.

Behavioural problems

Problem behaviour can be minor as unacceptable dress for work and as major as drug or alcohol dependency.

First, identify your problem and then look to see what its underlying causes are.

Often the problem is likely to be a method of drawing attention to the individual concerned; the need is to find out what causes the cry for attention.

The untrained can take counselling to a certain stage, but must realise they will have to hand over to the professionals, should the problem prove to be of greater magnitude.

Psychological approach

* Attesting as far as, possible any anger or tension.

* Maintaining a polite but firm stance;

* Attempting to get on the other person's wavelength and understand his or her point of view;

* Recognizing that your aim is not to point fingers, but to determine what you can do to improve the situation;

* Demonstrating a willingness to listen;

* Having an expectation of an open and courteous response.

Before you meet

* Think in advance about what you are going to say and how you are going to say it. Rehearse in your mind the words you will use to introduce the problem.

* Visualize yourself talking to the other person in a calm but assertive manner.

When you meet

* Introduce the problem clearly and calmly.

* Avoid using emotive language and don't let yourself get angry, but let the other person know how his or her behaviour has made you feel.

* Make it clear that you are not attacking the person's worth as a colleague. It is this particular behaviour that is the problem.

* Don't lecture. Present the problem as something that causes difficulty for you both and which you hope to work out together.

* Indicate that you are ready to listen to the person's response.

* Actively listen to what the person says.

* Take care to look forward in your expectations of the person. Excessively raking over what he or she should have done will not help either of you to move ahead.

Reinforcement

Look for even the smallest examples of behavioural changes and reinforce them immediately. This reinforcement may consist simply of letting the person know that you have noticed the change and is offering a few words of encouragement. The effect of such modest measures can be remarkable.

Continue to look for successive changes and reinforce them in ways that the person will value - a demonstration of increased trust, perhaps, or a prized assignment. Positive reinforcement is not just something that applies between manager and team member. It works upwards, downwards and sideways.