A case has been presented where, as the manager of a technology support services department, I must issue an ultimatum in an effective yet tactful manner to a poorly performing employee. I must advise him of “the need for immediate improvement or dismissal.” The employee’s substandard performance has caused the department to receive numerous complaints not only from customers, but from coworkers in the department. In addition, it has been reported that the employee has exhibited confrontational behavior towards other employees within the department, creating a hostile atmosphere, which is not conducive to productivity.
As the department manager of technology support services, I am responsible for ensuring that all employees who are under my supervision provide excellent customer service. Since technical support service employees must demonstrate a high level of technical expertise, I am also responsible for ensuring that all employees are technically proficient. I must inform this employee that his performance is unacceptable and that he needs to demonstrate improvement in this area immediately or be dismissed.
I would have the employee meet with me in my office, ask him to have a seat, and sit down several feet across from him, but not behind my desk. My approach would be respectful and sensitive, and I would tell him that I called him in to discuss his job performance. It would be necessary to inform him that I have received many complaints from customers and from his coworkers about his confrontational behavior. Then I must inform him that his job performance has declined to a substandard level and that he doesn’t meet the department’s high standards. The next step would be to give him the bad news, news which I would deliver as gently as possible by showing genuine concern and empathy.
I would tell the employee that he needs to bring his job performance up to an acceptable level within the week, and that if he doesn’t improve, the company will have to dismiss him. If he appears to be unreceptive to any recommendations or advice at that point, I would say “I’m very sorry about this situation; I know this is difficult for you.” If he is able to contain his emotions and I sense that he appears to be receptive, I would urge him to improve his attitude towards his work and would emphasize that he needs to get along with his coworkers so that there will be a positive outcome for him.
I would ask the employee if there is anything he wants to discuss with me. Based on reports of his confrontational behavior, I would be prepared if the employee was defensive or angry; he might very well have a negative attitude and balk at criticism of his performance. If he erupts with an angry or volatile response, I would remain as calm as possible, realizing that his anger is not directed at me personally but that it is a reaction to the troubling situation.
I would ask the employee if there is anything he wants to discuss with me. Based on reports of his confrontational behavior, I would be prepared if the employee was defensive or angry; he might very well have a negative attitude and balk at criticism of his performance. If he erupts with an angry or volatile response, I would remain as calm as possible, realizing that his anger is not directed at me personally but that it is a reaction to the troubling situation.
There are conflicting needs in this situation which requires that a reprimand be given by a superior on the one hand, and the choice of the subordinate to cooperate or be dismissed from employment on the other. As the manager of the company’s technical support department, I represent the company’s interests. I am responsible for ensuring that my employees maintain a high standard of performance, have outstanding technical skills, and render excellent customer service. The other side of the issue concerns the fact that the employee’s need for security is being threatened and that his professional capability is being brought into question, which is a threat to his need for self-esteem.
The helpguide.org website states that “A conflict is a situation in which one or both parties perceive a threat…” It also points out that “When you can recognize the legitimacy of conflicting needs and become willing to examine them in an environment of compassionate understanding, it opens pathways to creative problem solving, team building, and improved relationships.” This approach would work well in a different type of workplace conflict that didn’t involve an imbalance of power and an ultimatum.
In this situation, I would have the power to give the employee an ultimatum and I could recommend his dismissal if he didn’t comply. Yet by informing the employee of the consequences of continued substandard performance, I would be giving him the chance to improve so that he won't have to be discharged from employment. However, if he is unable or unmotivated to improve, I would have to do what is best for the company, which means that I would have to recommend that he be dismissed.
In this situation, I would have the power to give the employee an ultimatum and I could recommend his dismissal if he didn’t comply. Yet by informing the employee of the consequences of continued substandard performance, I would be giving him the chance to improve so that he won't have to be discharged from employment. However, if he is unable or unmotivated to improve, I would have to do what is best for the company, which means that I would have to recommend that he be dismissed.
References:
Segal, J., Smith, M. (2011). Conflict Resolution Skills: Turning Conflict into
Opportunities. Retrieved January 15, 2012 from
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