1. Employee Performance Gap
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Course Tittle:
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2. Employee underperformance
 Employee work performance is one of the critical issues in any
organization.
 Employees working with the best practices and motivation perform at their
best.
 These employee have the knowledge that underperformance may result to
unproductive outcomes that may cumulatively affect the entire workplace.
 It is therefore important for the organization to establish effective
performance management systems that will benefit it both in the short run
and long run (Lawler., et al., 1995).

3. Employee underperformance
(cont’)
 The system should of course ensure that it leads to happier, motivated, and
better performing employees (Ramesh & Vasuki. 2013).
 Underperformance can be exhibited through:
 Non-compliance with organization’s policies, rules, ad regulations
 Disruptive behavior that impacts on co-workers
 Unsatisfactory work performance.

4. Causes of performance gap
 Under performance may result from diverse causes either organizational,
personally, or environmental.
 Employees do not know the expectations of the organization since its goals
and standards are unclear to them.
 Interpersonal differences.
 Mismatch between employee’s job and his or her capabilities. Lack of
knowledge and skills certain organization’s tasks

5. Causes of performance gap
 Lack of counseling or feedback on employee performance
 Lack of personal motivation, low morale or poor work environment
 Personal issues such as physical or mental health problems, family stress,
and problems with drugs and alcohol
 Cultural misunderstandings
 Workplace bullying

6. Goals of a Short-term performance
management plan
The organization will ensure that employees:
 Clearly understand the organization’s goals to aid mitigating the problem
with organization’s goals and standards misunderstandings.
 Well versed with organization’s outlined rules and regulations
 Provided with Improved internal communication mechanisms
 Recognize their contribution to the organization’s overall goal.

7. Permanent change components for a
performance management plan
 Training
 Developing individual and organizational performance work plan
 Outlining the performance rating scale
 Conducting an interim review

8. Goals of a long-term performance
management plan
The long-term goal will ensure that:
 Employees are instructed as to the job expectations
 Employees are assigned duties and responsibilities.
 Improved efficiency and productivity
 Improved labour relations and human resource development.
 There is provision of training opportunities.
 Improved organizational structure

9. Trigger points for a performance
management plan
 Trigger points help in determining what the organization should do to better
the situation.
 Revenue misses the goal by 5% two months in a row.
 Technological changes.
 Competitor making a significant change to its products
 Organization’s output forecast being significantly below the plan

10. Coaching for employee performance
 Coaching is the process of empowering others (Whitemore, 2002).
 Helps in unlocking people’s potential to maximize their performance.
 It helps employees to gain commitment to action

11. Benefits of coaching
 Employee retention
 Enhanced employer employee communication
 Enhances financial performance
 Coaching may also help in development of executives

12. Employee coaching model

13. Coaching activities
 The coach explains the impacts of change and the requirements for change.
 Identifies what is working well and the challenges
 The coach reflect on the options for change and decides on the desirable
solution.
 The coach commits to improving employee relations, skills, and
performance.

14. References
 Whitmore, J. (2002). Coaching for performance: Growing People, Performance and
Purpose. London: National Book Network.
 Lawler, E. E., Mohrman, S. A., & Ledford, G. E. (1995). Creating high performance
organizations: Practices and results of employee involvement and total quality
management in Fortune 1000 companies. San Francisco, CA: Jossey-Bass.
 Ramesh, G., & Vasuki, K. (2013). Addressing Employee's Underperformance by
Nurturing a Positive Work environment. Journal of Commerce and Management
Thought, 4(1), 55-69.