R.G., Bear, Del.
A: There are only simple solutions. Learn to work more efficiently through redesigning the job, use methods such as computer aids or other work-enhancing tools, or hire additional help. Make your boss aware that the increasing workload means that priorities must be established and those on the bottom of the list might not get done. But be sure to have the evidence to support your position. Work is like carbonated water. Once you have taken out the bubbles, you can’t compress it any more.
TOM MITCHELL Director of graduate programs in applied psychology
Q: Because of recent hospital consolidation, there are two people with the same job where one works for a doctor and one for a hospital. But they have different amounts of vacation, holidays, retirement plans and benefits. How do you handle disgruntled employees in this case?
P.H., Towson
A: This is where the top executives don’t pay much attention to the important issues of equity in the workplace when mergers and acquisitions take place. If such issues haven’t been planned for, there is often no easy fix, usually because it would cost too much to resolve. Action must be taken immediately, and employees must be able to see those efforts. If decisions have not been made, it could be beneficial if employees are welcome to participate. They will be disgruntled until they see that steps are being taken to resolve the issues.
ELLEN KABCENELL WAYNE Assistant professor, negotiations and conflict management and TOM MITCHELL
Q: How do you handle an employee who’s performing poorly? How do you either change the employee’s performance or have the employee move on to a different position?
C.H., Yardley, Pa.
A. It’s a manager’s responsibility to provide workers with frequent, detailed and accurate feedback on performance. There should be no surprises if the job requirements are spelled out in a performance review. Make sure the employee has the requisite training to do the job. If so, it’s a problem of motivation. Some people work for money, but most do it for more intrinsic reasons. Increased responsibility and honest recognition for a job well done are powerful tools. If the employee isn’t capable, it’s time to reassess his potential and find the right place in the organization for him.
TOM MITCHELL
Q: My manager isn’t very effective at providing assistance or training for the systems I’m supposed to use in my normal daily responsibilities. How do I address this with my supervisor or his supervisor?
W.J., Ellicott City A: Be straightforward. Make an appointment with your immediate supervisor to discuss the issue. Explain what you are expected to do and assure him that you will do your best to accomplish it but that you will need resources, including training. Once he learns that training you is the best way to get the job accomplished, he will be in a better position to convince his boss that training is in order. Throughout the process, approach the issue as if it were a problem that you share with your employer.
TOM MITCHELL and ELLEN KABCENELL WAYNE
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