Managing the troubled employee

Article Abstract:

Supervisors seeking to manage the troubled worker must be able to tell the difference between minor problems and more serious, long-lasting ones. A four-step, Effective Management Response Technique is described which can help the manager assure that employees obtain any professional help which they might need. The supervisor should: acknowledge that the problem exists and is having an effect on job performance; respond effectively; make referrals or offer other concrete help; and review the situation, establishing objectives and assessing the effectiveness of intervention. Employees who might benefit from employee assistance programs include those suffering from depression, manic illness, thought disorders, personal or family difficulties, or chemical dependency.

Analysis, Employee assistance programs, Problem employees

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Dealing with your absenteeism problem

Article Abstract:

Supervisors who wish to confront worker absenteeism should measure the severity of the problem, consider its causes, counsel those who are chronically absent, provide positive feedback to employees with good attendance records, and be oriented toward attendance in selecting new workers. General Motors Corp and its United Auto Workers union developed a plan to combat absenteeism which included counseling for offenders. Individuals whose absenteeism exceeded a 20% rate during a given period faced a temporary reduction in benefits. As a result, only three percent of employees represented by the United Auto Workers failed to meet the minimum attendance requirement and were penalized.

Management, General Motors Corp., GM, Worker absenteeism, Absenteeism (Labor), United Automobile Workers, Labor productivity

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