The Performance Issue
One of the workplace performances issues that I could observe is lateness. Being late for work means an employee’s appearance at the workplace later than the due date, regardless of the reason. Indeed, Labor Laws and Regulations in the US do not mention such misconduct. Still, the delay is generally defined as a disciplinary offense related to the inability to perform duties due to an absence from a workplace.
The Possible Root Causes
For a thorough, detailed, and in-depth study of the root causes of the problem, one should refer to the information from the textbook. Firstly, from the motivation theory of needs Maslow, the probable reason for being late is the dissatisfaction of specific needs (McShane & Von Glinow, 2014). In this case, one can observe a picture of the lack of requirements for self-esteem and self-realization as the main driving forces in the pursuit of personal growth and recognition of achievements. Secondly, McClelland’s Learned Needs Theory argues that behind the “unwillingness to work” is a pre-formed set of needs of an employee; the dominant ones determine the worker’s behavior (McShane & Von Glinow, 2014). Therefore, each person’s mind is “woven” according to a particular, unique principle, determining their further motives. Hence, strict adherence to labor discipline may not be part of a person’s needs. Thirdly, within the framework of the Four-Drive Theory, leaders may neglect four basic drives; these “impulses” are not balanced, inharmonious, and not adequately structured (McShane & Von Glinow, 2014). An employee is late because they may be exposed to too few or too many opportunities to realize each impulse.
A Performance Plan
One of the best ways to cope with the task is to turn to psychological stimulation. According to McShane and Von Glinow (2014), motivation involves the creation of favorable conditions and incentives that encourage employees to work with more extraordinary dedication, focusing on quality and results. Thus, a manager needs to do everything possible to make an employee feel satisfied being in a workplace, eliminating stress development factors (Olsson & Sundh, 2019). A leader should talk to the employee face to face; it is important to speak frankly. It is also essential to create a friendly atmosphere and conditions that could interest workers and contribute to realizing their strengths.
A Brief Defense
There is still an opinion among many entrepreneurs that the best incentive method is the mechanism of bonuses and fines. Nonetheless, penalties in most cases do not solve problems and do not work at all since the internal motives, benefits of being late are much more substantial (Makushkin, 2019). As practice shows, the reason for being late is dissatisfaction with work and the psychological atmosphere in a team. As a result, there is not always a conscious desire to dodge, to reduce the time spent at work. Therefore, if there is a friendly atmosphere within a team in the workplace, a person will be willing to come to work and perform their duties.
References
Makushkin, S. A. (2019). Company’s personnel motivation.Revista Espacios, 40(40), p. 23. Web.
McShane, S. & Von Glinow, M. (2014). Organizational behavior (7th ed.). McGraw-Hill Education.
Olsson, E., & Sundh, M. (2019). Perception of time in relation to work and private life among Swedish social workers–the temporal clash between the organisation and the individual.European Journal of Social work, 22(4), pp. 690-701. Web.