PROBLEM EMPLOYEE IN AN ORGANISATION

It is unfortunate that after trying to hire nothing but the best; train, coach, motivate
and create a strong team, there are chances of employing difficult employees. The difficult
employees have no drive, enthusiasm and usually have a bad attitude. The chances and
challenge is the skill and type of behaviour may not have just worked well for them but it is
their personality type. There is need to deal with the situation as early as it arises to prevent
losing respect from the team and a ‘zero working policy’ may be applied. Sometimes the
most talented employee may be the problematic ones and strategies for managing them are
required according to their difficulty behaviour (Tarim, 2013).
‘‘knock, knock you want to speak with me?’’, Rebecca enters the office confident
with a smile. ‘‘Have a seat and explain to me how you find your position and the work
experience you have acquired’’. Rebecca’s problem is behavioural and we discuss the issue
with her, involving her in making the decision of reducing the effect. We schedule routines to
see the progress and help her to work alone through reducing the memory relapse. I urge her
on the use of stick notes and reminders that will help her in remembering what to do, she has
portrayed good character and productivity especially in group works.
Dusty, ‘‘knock, knock you want to speak with me?’’ ‘‘welcome Dusty, just thought of
having a small talk with you its long since we had a talk’’ was my response. Dusty require
knowing his entitlement behaviour as without its knowledge, expecting change would be
unfair. He needs to be encouraged to recognize the problem and taking positive actions to
make change rather than discouraging him about the organisation and future. Discussing
managerial expectations with him to help in understanding the job requirements and the
criteria required to advance with the organisation. The discussion should be documented to

Running Head: PROBLEM EMPLOYEE IN AN ORGANISATION

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help in monitoring behaviour change and in case of no improvement the employee would be
ready to part ways with the organisation (Falcone, 2010).
Marsha, ‘‘knock, knock you want to talk to me’’ he is trembling, looking him straight
in the eyes, I offer him a seat. I explain the tattling behaviour to Marsha and how he has
created animosity and affected everyone productivity and happiness. He will be piled with
boring work that will keep him busy and help him keep his mouth shut. Warning of laying
him off should be addressed to portray the seriousness of the discussion. This is followed by
laying him to a low-impact location where he will have minimal access to other employees
(Echeverri, Salomonson, & Aberg, 2012).
Bill ‘’knock, knock, you want to talk to me?’’, yes Bill I want to have a dialogue with
you about a certain behaviour, have a seat. It have come to my realisation through complains
from your work mate on your exceedingly miseries. The behaviour has affected his output at
work and thus he requires more boring work with deadlines to keep him busy. Personal
matters and organisational matter should not be combined and he should deal with his issues
by seizing to involve his co-workers unnecessary. In case the behaviour persists, there is
warning of being laid off because productivity of the organisation is first line.
‘‘Knock, knock, you want to speak to me’’, Mickey mutters, looking him straight,
‘‘yes Mickey I have heard complains on your backstabbing behaviour.’’ He has skilfully
learnt the behaviour and almost all employees have complained and it has brought disputes
among the colleagues. Straight talk against his behaviours progresses and followed by
warning of laying him of if behaviour persist. He is suspended from his work for some time
to rethink about his position and help him in changing and making decision about the
position.

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Johnny knocks, ‘‘you want to speak to me?’’, ‘’yes Johnny I need to have a dialogue
with you about your habit of arriving late.’’ In the discussion a clear policy is presented to
him indicating when employees will not be paid for absentees. There would be attendance
record to be filled daily to track all employees learning the skill. Being late should not be
accompanied by mere excuses of the individual behaviours (Falcone, 2010). Johnny is also to
have added responsibilities that require him at work before or on time.
‘‘Knock, knock’’, Nancy enters the office and without any words she remained
standing. After a long silence I motion her to sit, followed by her discussion of her dismissive
behaviour. Her personality fluctuates mostly with her moods and even though her
performance is according to her job description, she has a potential to learn and deliver more.
Her behaviour and personality portrays rudeness and she is required to be more involved with
groups. Her actions to the external world are affected by the internal self.
‘‘Knock, knock’’ Joe enters, ‘‘you want to talk to me during peak time’’, he mutters
with a complaint. To everyone realisation, Joe complains about everything and his colleagues
are avoiding him as he alters the mood and attitude of everyone.in the discussion. The
problems turn out to be professional and thus the goals of the organisation are clarified to
him. Standard are to be set to base employees on their behaviours and not attitude thus
enrolling disciplinary measures. It is clear to Joe if his behaviour continues he would be laid
off.
Chef Betty knocks, ‘‘hello, you want to talk to me’’, looking at her, ‘‘yes chef I need
some clarification from you from disturbing reports’’. Discussing the theft complaints leads
guilt filling her eyes and tears welling up. The organisation policy is read to her and she states
she understands the policy but what she took was small value. Her skills are exceedingly
good but the behaviour needs action; she is laid off from her position. The action is a lesson

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to all other employees who may sometime in life tempted to steal and portray the need to
amend to the policies.
Bob enters the room with an alcoholic breathe, ‘‘you called for me’’ while taking his
seat. A discussion follows to understand his reason for alcoholism and it turns out his
personal life has contributed. He fears and begs not to be laid off and is willing to change. He
explains his struggling to stop drinking and it turns out he is an addict. Due to his customer
skills the company agrees to retain him and enrol him in a rehab institution. This will help
mould and change his behaviour and his productivity.

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References

Echeverri, P., Salomonson, N., & Aberg, A. (2012). Dealing with customer misbehaviour:
Employees’ tactics, practical judgement and implicit knowledge. Marketing Theory, 12(4),
427-449. http://dx.doi.org/10.1177/1470593112457741
Falcone, P. (2010). 101 sample write-ups for documenting employee performance problems.
New York: American Management Association/Society for Human Resource Management.
Tarim, T. (2013). Managing technical professionals: dealing with difficult employees. IEEE
Engineering Management Review, 41(1), 3-4. http://dx.doi.org/10.1109/emr.2013.2244973