“Poor Performance Reward Recognition”
Chris Herrmann’s article on “Poor Performance Reward Recognition” touches on the
fact that each and every manager has a plan of dealing with the challenges that get attributed to
poor performance. The article points out that the managers need to coach the poorly performing
workers but nit to scream at them. The author also discourages holding the rewards belonging to
this class of workers. On the other hand, the managers should concentrate on finding the root
cause of these employee’s predicaments and help them establish a better performance rating. The
article also touches on the aspect of transaction analysis which primarily dwells on the
relationship between one individual and the other.
The author affirms that an individual can best communicate his or her feelings to the next
person after breaking down all the wrong attitudes. It simply means that all issues have to get
faced with a sober mind. Both the parties in the discussion will adopt an adult role in which the
employees can present their issues to their managers without any fear of the feeling of being
intimidates. The author also suggests that the aspect of coaching should have a primary objective
of establishing a measurable performance criteria. The article significantly relates to the
Discussion 3 course readings on the significance of appreciating the efforts within an
organization. For progressive growth, the poorly performing workers should not get left behind.
They need to feel being part of the entire workforce through exquisite coaching programs. As the
article points out, these employees will be able to identify their weaknesses and also help adhere
to the performance appraisal standards established by the company.
