Summary of Fix Them or Fire Them by Shaer Steven - Book Report/Review Example

Fix Them or Fire Them 1). DOES THE AUTHOR THINK IT IS BETTER TO "FIX" AN EMPLOYEE OR "FIRE" THEM AND WHY? Steven J. Shaer, in his book titled “Fix them or Fire them: Managing, Evaluating and Terminating Underperforming Employees” provided an unbiased opinion and reason for addressing as to whether managers should attempt to fix or to fire employees. In his book, he described about two characters to differentiate the employees within organizations, based on their performances from a generalised perspective. While one character deciphers a hard working nature with a great attitude towards learning, the other shows an unproductive nature and does not even possess a positive attitude towards learning. The author’s opinion suggests that it is better to fix such employees who have the zeal to learn and perform (Shaer 5-10). On the contrary, managing and working with an unproductive employee, who does not even have the attitude and dedication to learn and show his/her performance, is quite difficult. However, direct termination is not the solution. Accordingly, Shaer formulated a ninety-day performance plan as a tool for dealing with such underproductive employees. According to Shaer, at the end of this program, those employees who were able to revive their unproductivity and prove that they are capable of performing will only be retained by the company and those who fail must be terminated (Shaer 5-10). Apparently, the author delivers greater significance to fix the employees rather than firing them. Hence, it can be concluded that he thinks it is better for a company to fix employees than to opt for the alternative. 2) WHAT ARE SOME OF THE KEY THINGS THAT A PERFORMANCE PLAN NEEDS TO HAVE, TO BE EFFECTIVE? As per the suggestions of Shaer, it is quite essential under such circumstances that managers consider certain key factors, which shall contribute towards increasing the effectiveness of performance planning. At the onset, it is primitive to expand the base of the plan beyond the strategic option of “acceptable performance of termination”. Another key to effective performance plan is defining performance through rigorous job analysis for setting up performance standards. Removal of all performance blockages and provisionising necessary resources for achieving performance goals can also be attributed as another key thing in this regard (Shaer 13-21). Accordingly, another key attribute to perform effective performance plan is to measure everyday performance and managing employees’ behavioural traits. This is yet another essential factor in determining by how much portion is the employee’s performance increasing on daily basis, which can likewise assist in the segregation between performing and underperforming employees. In addition, it will also be helpful to recognise the employees’ learning attitude, who can be groomed, appreciated and assisted to perform better, while employees observed unwilling to learn and improve can be fired based on the set performance standards. Managers’ performance plan should thus focus on identifying the key indicators of performance and keeping track of them through regular performance appraisal and reviews. Obtaining regular and proper feedbacks on measured performance is also important as a key thing to ensure effective application of the performance plan (Shaer 13-21). However, it is worth mentioning that above all, managers’ intention should be to understand the behavioural traits of the employees through the performance plan and manage them accordingly, with the application of both positive and negative motivation options as per requirements. 3). WHAT ARE 3 WAYS UNDERPERFORMING EMPLOYEES RATIONALIZE THEIR PERFORMANCE? EXPLAIN. According to Shaer, a prominent behavioural trait of underperforming employees is their attitude towards rationalising their stance. In majority instances, underperforming employees accept himself/ herself as being unproductive, but also try to prove their worth through other alternative ways (25-28). The employee may agree to the fact that he is not performing like others but he is good in performing one or the other task, where his/her peers fail to perform. Another way through which underperforming employees tend to rationalise their non-performance is through the denial of accepting the goals or performance standards included in the performance plan. Replicating this type of rationalisation behaviour, underperforming employees attempt to change the parameters of judgment within the workplace and subsequently, shifts to another parameter where they see themselves fit. This often leads to the failure of the performance plan, as the set goals tend to prove ineffective with the new goals built by employees to replicate themselves as productive (Shaer 23-37). As per Shaer, underperforming employees also attempt to be rigid to any new performance standard set dignifying their inbuilt characteristics above all. In this type, the employee accepts that he/she did not perform as competently as was expected for the reason that he/she was not challenged until that time or because his/her capabilities differ from that of others and the goal must be set accordingly as per their convenience. Hence, somewhat indirectly negotiating on the set standards to be credited as a performing employee in the organisation (Shaer 23-37). It is noteworthy that persistence of these behavioural traits amid employees may impose strong negative impacts on the workforce, disrupting the productive organisational culture ultimately. Hence, managers should respond tactfully and timely to deal with such rationalizations of underperforming employees. 4). HOW CAN YOU APPLY THE LESSONS FROM THIS BOOK TO YOUR OWN PERFORMANCE AS AN EMPLOYEE? WHAT LESSONS CAN YOU TAKE FROM THIS BOOK THAT WILL HELP YOU PERFORM AT YOUR JOB SO THAT YOU DO NOT NEED TO BE "FIXED" NOR "FIRED"?  Through this book, Steven J. Shaer has provided a load of information and techniques for the managers’ skill improvement when dealing with underperforming employees. He also provides noteworthy insight to the limitations of underperforming employees and traits of performing employees. Considering myself in the position of an employee, I will first fix up the minimum level of performance as per the goals set by the manager. In doing so, I understand that challenging my previous performances continually will be important along with competing with my top performing peers. This shall facilitate my constant learning and improvisation behaviour to increase my potentials and work quality. I also need to consider that on displaying myself as an unproductive member for a consecutive period can even risk my job sustainability and hence, I shall aim at grooming myself as a self-motivator. Moreover, Steven J. Shaer mentioned a fact in the introductory part of his book that managers or employers find it comfortable to pour time and effort for employees having a good attitude towards learning, even if he/she is failing to meet up the expected performance level. As per my opinion, if I find myself in the position of such an employee, I would rather consult with the management team for getting suggestions on how to improve my current performance level and meet up with the expected level. As the book describes, certain factors of effective performance planning can assist me with a proper understanding of how the management will be setting up performance standards depending on the organizational goal to be achieved. Thus, it is necessary for me as well to mould myself according to such performance plans to meet the standards and avoid any chance of being fixed or being fired. Work Cited Shaer, Steven J. Fix Them or Fire Them: Managing, Evaluating and Terminating Underperforming Employees. US: Challenger Books, 2013. Print. Read More