TITLE:
What should a manager do if an employee is underperforming? Case study
CATEGORY : EDUCATION
CONTENT:
Sheela was fired from a company due her irresponsibility, irregularity and Lateness. She was working has an office assistant, after few weeks she comes to her former Manager and Informs that she has applied in another company. for the same port and has given his name has a reference. She needs a Job has she is a single Parent with two children. she requests him to give good recommendation and feedback. and not mentioning her weakness if required.
Sheela asks her manager to make character and experienced certificate mentioning that she left the company voluntary due to her. family issue and the company didn't want her the leave. The manager knows Sheela personally and has a soft Corner for her. How ever he would not recommend his company hire here back
Question:
What if the employer was manager friend?
If Sheela, ask her manager to be reference before applying somewhere else what should manager be response?
What should be manager role in resolving Sheela’s with you keeping the dignity and image of his company positive and transparent?
Solution:
Gist of the case:
The case involves Sheela, a former office assistant who was fired due to performance issues. She contacts her former manager, seeking a positive recommendation and a certificate that does not mention her weaknesses. The manager, despite having a soft spot for Sheela, cannot provide a recommendation for rehiring. Instead, he responds professionally, offering a character reference but maintaining honesty about her departure from the company.
Background:
Sheela, the central character in this case study, was previously employed as an office assistant at a company. Her employment history was marked by several significant issues related to her job performance. Specifically:
1.irresponsibility: Sheela exhibited a notable lack of responsibility and accountability in her role. Her job tasks and responsibilities were often mishandled or neglected, causing disruptions and inefficiencies within the office.
2.Irregularity: She had a pattern of irregular attendance and inconsistent work habits. She frequently had unexcused absences, arrived late to work, and sometimes left early. These irregularities created disruptions in the office's daily operations, impacting her colleagues and the overall productivity of the team.
3. Lateness:Punctuality was a recurring problem for Sheela. Her habitual tardiness not only affected her own productivity but also caused delays in project timelines and placed additional stress on the rest of the team to compensate for her shortcomings.
Given these performance issues, Sheela was eventually terminated from her position. Her termination was primarily attributed to these performance-related concerns. Now, she finds herself in a challenging situation. She is a single parent responsible for two children and is in dire need of securing new employment to support her family.
It is within this backdrop that Sheela approaches her former manager, who has both personal and professional insights into her situation. Her manager knows about her personal challenges, including her status as a single parent, which adds an extra layer of complexity to the situation. Additionally, the manager is aware of Sheela's job performance issues, which played a pivotal role in her termination.
This case study serves to highlight the ethical and professional dilemmas faced by the manager as he navigates the delicate balance between helping Sheela and maintaining integrity in providing references and preserving the reputation of his company. Details:
Note:The manager's role is to maintain integrity and professionalism while helping Sheela address her weaknesses and providing a reference that accurately reflects her work history.
1. What should the manager say to other employers who call him for a reference for Sheela? How can he balance professionalism and honesty in his reference?
A) In response to reference requests from other employers, the manager's primary responsibility is to maintain professionalism and honesty. When providing a reference for Sheela, the manager should offer a balanced and fair assessment of her qualifications. This means highlighting her strengths and accomplishments but also addressing her areas of weakness, such as irresponsibility, irregularity, and lateness. Providing an objective reference is important to ensure that potential employers receive an accurate picture of Sheela's capabilities. In this way, the manager can maintain his integrity and ethics by not providing false information while helping Sheela find new employment.
2. How should the manager handle the situation if the employer inquiring about Sheela is his friend? How can he manage his personal bias?
A) When the manager's friend inquiries about Sheela, it's crucial for him to prioritize professionalism over personal relationships. He should manage his personal bias by ensuring that his reference remains fair and objective. In this context, he should provide the same truthful assessment he would offer to any other employer. If the manager believes that his personal bias may affect his judgment, he can consider recusing himself from providing the reference and suggest another colleague who can evaluate Sheela's performance without the influence of personal relationships. Managing personal bias is essential to maintain fairness and integrity in the reference process.
3. If Sheela requests her manager to be her reference before applying elsewhere, what should the manager's response be, considering Sheela's situation and his knowledge of her past performance?
A)If Sheela asks her manager to serve as a reference for her job applications, the manager should engage in an open and honest conversation with her. He should express his concerns regarding her past performance issues, emphasizing the importance of professionalism and honesty in the reference process. The manager must communicate that he can only provide a reference that accurately represents her work history, neither embellishing her strengths nor concealing her weaknesses. It's crucial for the manager to maintain ethical standards while also being supportive of Sheela's situation, offering guidance for her to address her weaknesses and improve her employability.
4.What role should the manager play in helping Sheela find new employment while keeping the dignity and image of his company positive and transparent? How can he provide support without compromising professional integrity?
A)The manager's role in resolving Sheela's situation involves providing guidance and support to help her find new employment while upholding professional integrity. This support can include suggesting professional development opportunities and time management strategies to address her weaknesses. While recognizing Sheela's family issues and need for employment, the manager should maintain a positive and respectful tone during their interactions, offering constructive feedback without damaging her self-esteem. When providing references to potential employers, the manager should focus on the professional aspects of Sheela's performance and character without disclosing unnecessary personal information. This approach ensures fairness and transparency while preserving the reputation of his company and his professional integrity.
Conclusion:
In this situation, the manager should be truthful when he talks about Sheela to potential new employers. He should focus on the positive things about her and not mention the negative aspects. It doesn't matter if the new employer is his friend; he still needs to be honest and fair. If Sheela asks him to be a reference, he should think about it based on how she behaved in the past. His primary job is to make sure the company looks good and treats everyone fairly. He should never make up stories on any certificates because telling the truth and being fair is the most important thing in this situation.
CONTENT :
Sheela was fired from a company due her irresponsibility, irregularity and Lateness. She was working has an office assistant, after few weeks she comes to her former Manager and Informs that she has applied in another company. for the same port and has given his name has a reference. She needs a Job has she is a single Parent with two children. she requests him to give good recommendation and feedback. and not mentioning her weakness if required.
Sheela asks her manager to make character and experienced certificate mentioning that she left the company voluntary due to her. family issue and the company didn’t want her the leave. The manager knows Sheela personally and has a soft Corner for her. How ever he would not recommend his company hire here back
Question:
- What if the employer was manager friend?
- If Sheela, ask her manager to be reference before applying somewhere else what should manager be response?
- What should be manager role in resolving Sheela’s with you keeping the dignity and image of his company positive and transparent?
Solution:
Gist of the case:
The case involves Sheela, a former office assistant who was fired due to performance issues. She contacts her former manager, seeking a positive recommendation and a certificate that does not mention her weaknesses. The manager, despite having a soft spot for Sheela, cannot provide a recommendation for rehiring. Instead, he responds professionally, offering a character reference but maintaining honesty about her departure from the company.
Background:
Sheela, the central character in this case study, was previously employed as an office assistant at a company. Her employment history was marked by several significant issues related to her job performance. Specifically:
1.irresponsibility: Sheela exhibited a notable lack of responsibility and accountability in her role. Her job tasks and responsibilities were often mishandled or neglected, causing disruptions and inefficiencies within the office.
2.Irregularity: She had a pattern of irregular attendance and inconsistent work habits. She frequently had unexcused absences, arrived late to work, and sometimes left early. These irregularities created disruptions in the office’s daily operations, impacting her colleagues and the overall productivity of the team.
3. Lateness:Punctuality was a recurring problem for Sheela. Her habitual tardiness not only affected her own productivity but also caused delays in project timelines and placed additional stress on the rest of the team to compensate for her shortcomings.
Given these performance issues, Sheela was eventually terminated from her position. Her termination was primarily attributed to these performance-related concerns. Now, she finds herself in a challenging situation. She is a single parent responsible for two children and is in dire need of securing new employment to support her family.
It is within this backdrop that Sheela approaches her former manager, who has both personal and professional insights into her situation. Her manager knows about her personal challenges, including her status as a single parent, which adds an extra layer of complexity to the situation. Additionally, the manager is aware of Sheela’s job performance issues, which played a pivotal role in her termination.
This case study serves to highlight the ethical and professional dilemmas faced by the manager as he navigates the delicate balance between helping Sheela and maintaining integrity in providing references and preserving the reputation of his company. Details:
Note:The manager’s role is to maintain integrity and professionalism while helping Sheela address her weaknesses and providing a reference that accurately reflects her work history.
1. What should the manager say to other employers who call him for a reference for Sheela? How can he balance professionalism and honesty in his reference?
A) In response to reference requests from other employers, the manager’s primary responsibility is to maintain professionalism and honesty. When providing a reference for Sheela, the manager should offer a balanced and fair assessment of her qualifications. This means highlighting her strengths and accomplishments but also addressing her areas of weakness, such as irresponsibility, irregularity, and lateness. Providing an objective reference is important to ensure that potential employers receive an accurate picture of Sheela’s capabilities. In this way, the manager can maintain his integrity and ethics by not providing false information while helping Sheela find new employment.
2. How should the manager handle the situation if the employer inquiring about Sheela is his friend? How can he manage his personal bias?
A) When the manager’s friend inquiries about Sheela, it’s crucial for him to prioritize professionalism over personal relationships. He should manage his personal bias by ensuring that his reference remains fair and objective. In this context, he should provide the same truthful assessment he would offer to any other employer. If the manager believes that his personal bias may affect his judgment, he can consider recusing himself from providing the reference and suggest another colleague who can evaluate Sheela’s performance without the influence of personal relationships. Managing personal bias is essential to maintain fairness and integrity in the reference process.
3. If Sheela requests her manager to be her reference before applying elsewhere, what should the manager’s response be, considering Sheela’s situation and his knowledge of her past performance?
A)If Sheela asks her manager to serve as a reference for her job applications, the manager should engage in an open and honest conversation with her. He should express his concerns regarding her past performance issues, emphasizing the importance of professionalism and honesty in the reference process. The manager must communicate that he can only provide a reference that accurately represents her work history, neither embellishing her strengths nor concealing her weaknesses. It’s crucial for the manager to maintain ethical standards while also being supportive of Sheela’s situation, offering guidance for her to address her weaknesses and improve her employability.
4.What role should the manager play in helping Sheela find new employment while keeping the dignity and image of his company positive and transparent? How can he provide support without compromising professional integrity?
A)The manager’s role in resolving Sheela’s situation involves providing guidance and support to help her find new employment while upholding professional integrity. This support can include suggesting professional development opportunities and time management strategies to address her weaknesses. While recognizing Sheela’s family issues and need for employment, the manager should maintain a positive and respectful tone during their interactions, offering constructive feedback without damaging her self-esteem. When providing references to potential employers, the manager should focus on the professional aspects of Sheela’s performance and character without disclosing unnecessary personal information. This approach ensures fairness and transparency while preserving the reputation of his company and his professional integrity.
Conclusion:
In this situation, the manager should be truthful when he talks about Sheela to potential new employers. He should focus on the positive things about her and not mention the negative aspects. It doesn’t matter if the new employer is his friend; he still needs to be honest and fair. If Sheela asks him to be a reference, he should think about it based on how she behaved in the past. His primary job is to make sure the company looks good and treats everyone fairly. He should never make up stories on any certificates because telling the truth and being fair is the most important thing in this situation.
