The following case study was presented for review and consideration. It is important to consider how to approach the employee presented in the case study and to anticipate the response that the employee may illustrate. In addition, consider the conflict management techniques that should be used for the situation described. “You are a department manager in a mid-sized company that provides technology support services. You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service. One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers. In addition, this employee has displayed confrontational behavior which has created a hostile environment. You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.”
After reading the case study, it is clear that you are dealing with a difficult employee. It is important to understand why the employee is behaving the way that he is behaving. Is this employee dealing with a difficult time at home and carrying the load to work? Is the employee a victim of bullying in the workplace? If it is possible to determine the root of the problem, this is great because you can quickly begin to address the situation. If not, as a manager, you must begin to decode the employee and figure out what is going on to cause this behavior.
Dealing with a difficult employee is not an easy task and the situation can’t be ignored. Negative situations can become a cancer in the workplace. The bad behavior will not only set a tone in the office but, it can also bring down morale for the other employees which will result in a bad work environment. Even though the employee’s attitude may be difficult to deal with, the employee still needs to be treated with respect. Schedule a meeting with the individual and plan to avoid separation from the individual. “If we are to deal effectively with intractable issues and those with whom we are conflict, we must find a way to diminish the separation between ourselves and others” (Abigail, 2011, p. 269).
During the meeting, suggest to the employee that his or he behavior is difficult and that the behavior should be considered and addressed. Be cautious on how you present the information so that the employee does not feel that they are under attack. It is easy to attack an individual especially if you feel that their behavior is difficult. Remain calm to avoid unnecessary conflict during the meeting. Don’t just criticize. Be prepared to offer suggestions on improving the behavior and to help the employee grow. Don’t just put the negatives out. As humans, we need to hear positive things to grow and to want to improve the situation. Not only should you deliver this message verbally but, plan on putting items in writing. Schedule a follow-up meeting to check in and see how the employee is doing on the new goals that have been presented. It is important to show the employee that you are following up on their progress and that you want to see them succeed in the environment.
Remember to anticipate the employee’s response. It is hard to hear negative things about ourselves so be prepared for the employee to feel insulted and defensive. Remain calm and encourage the employee to do the same if you see that they are demonstrating defensive behavior. Pay attention to your body expressions and to the employee’s. When you are speaking, sit up tall and be direct. You want to send a positive message about fixing the negative behavior. It may be helpful to plan out a variety of scenarios prior to entering the meeting. Think about if you present example number 1 and then write out the variety of answers that the other member of the conflict could have in response to the suggestions. Finally, during the meeting, “avoid any threatening gestures such as arm waving, pointing, standing up, or making a fist” (Abigail, 2011, p. 37).
Confronting another individual about their behavior is not an easy task and it should not be taken lightly. Don’t go running into the situation without preparing first. Do you research, practice out the situation, schedule the meeting to discuss the behavior and show the individual that you care enough to follow-up. Schedule a follow-up meeting that shows that you expect action and that you are available to help encourage a behavior change.
In conclusion, conflict management and addressing poor employee behavior is not an easy task. Negative behavior can be reversed if it is addressed properly and the employee has a desire to do so. Schedule a meeting with the employee to discuss the behavior. Try to find out what the root cause of the behavior is. When meeting, be aware of your own posture and physical actions. Offer suggestions to the employee on how to change the behaviors. Set-up a plan for the employee and schedule a follow-up meeting to check in on the employee’s progress. If all goes well, you will have a new employee that will inspire the rest of the group.
A very good and thorough job. My compliments to you!
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