Supervising employees with marital difficulties

Article Abstract:

Employees with marital problems can become unproductive, and more workers are experiencing marital difficulties than ever before. In the workplace, marital problems can take the form of increased absenteeism, tardiness, unexcused absences, lack of concentration, and sporadic periods of high output alternating with periods of low output. The troubled employee's relationships with other workers may suffer. Supervisors have to walk a fine line between showing concern for the employee and getting too involved. The supervisor should consider the possibility of granting a leave of absence to allow the employee to resolve the problem. The manager should refer the employee to counseling, rather than act as a counselor. It may be helpful to the employee if the supervisor insists that the worker achieve some level of performance.

Employee assistance programs

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People problems: the legal buff

Article Abstract:

'Legal buffs' are employees who think they are aware of the laws governing personnel actions and employment rights, and who inadvertently cause workplace problems by advising other employees as to their rights. Legal buffs can hurt employee morale and cause reduced productivity in themselves and others. When reduced productivity or work disruption results, supervisors must confront the legal buff. The confrontation interview should itemize how the legal buff's activities are adversely affecting the department (or the organization as a whole), and should avoid discussions of labor law. When such private counseling fail to produce desired results, supervisors should consider confronting the legal buff in front of the work group to diminish the legal buff's credibility with the group.

Analysis, Laws, regulations and rules, Employee rights, Employee counseling, Employee dismissals, Employment terminations, Employment at will

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Problem employees: the cynic

Article Abstract:

Because the cynical attitude of one worker within a department can adversely affect the productivity of the entire department, supervisors must confront cynics and persuade them to stop demoralizing the department. During the confrontation interview, supervisors should avoid discussing personalities and concentrate on the documented examples of reduced productivity resulting from the employee's cynicism. Handling cynical employees is a sensitive area for supervisors, since many cynics have worked for their corporations a long time and have extensive (and possibly powerful) informal networks within the organization.

Job satisfaction, Employee morale, Cynicism

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