In a management meeting, a discussion evolved around the human resource (HR) policies. There is one particularly good worker, but she is not always reliable. Sometimes she goes above and beyond, and other times she comes to work late. The latter behavior is seen by other employees who then think they can get away with similar behavior, but they are put on progressive disciplinary action by their manager.
Consider the following:
â?¢Assume your role in management, and discuss the scenario with your fellow managers.
â?¢Explain how you think this situation should be handled. Be sure to consider other employees as well as the performance of the employee in question.
â?¢Spend some time discussing your position and feelings, including opinions, hurt feelings, problems caused in your group, etc.
â?¢Discuss the model that Bruce Tuckman designed decades ago that is still considered a major work and is used today.
Assume your role in management, and discuss the scenario with your fellow managers. I have one employee who goes above and beyond when I need her, but who acknowleges this effort in choosing to come in late on some other occasions. I have overlooked the lateness, because she comes through in the pinch when I need her to be there, so I allow the occasional lateness from her. However, other employees see her late arrival going unaddressed, and think that is company policy. Since I do not get 'above and beyond' from them, I place other tardy employees on disciplinary action, and this is causing some friction since she is seen as a 'special case.' She IS a special case. How do I address this before it erupts?
Explain how you think this situation should be handled. Be sure to consider other employees as well as the performance of the employee in question. I think this is best handled by placing this one employee on a flexible schedule with comparable time. She is paid for eight hours a day, forty hours a week. If she works ten hours today, she has only thirty hours left to finish out the week. This flexible time should adress the hours worked issue. Other employees who desire to be placed on this schedule must know what is required to earn flexible time: commitment to work when I need you for as long as I need you, otherwise regular hours.
Spend some time discussing your position and feelings, including opinions, hurt feelings, problems caused in your group, etc. ...
Discussion among supervisors regarding a special case employee, and how to handle friction from other employees regarding this one, including possible solution, and discussion from Web reference about Tuckman's stages of group development, and how that model applies to this workplace group of employees. Reference included.