How to manage under-
performers
WHY POOR PERFORMANCE OCCURS
Poor performance may arise because individuals lack the skills
and/or the motivation to achieve the results expected of them. In
such cases, as Stewart and Stewart (1982) suggests: ‘Managing
poor performers falls into three parts: spotting that there is a
problem, understanding the causes of the problem and
attempting a remedy.’
Poor performance can result from poor leadership. It is the
manager’s responsibility to specify the results expected and the
levels of skill and competence required.
Performance also depends on the system of work. The quality
guru William Deming (1986) states unequivocally that differ-
ences in performance are largely due to systems variations. It is
not necessary to accept that statement in its entirety, but it is
essential to analyse the causes of poor performance in terms of
influences beyond the individual’s control.
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