Scenario
A management decision on implementing a payroll system that incorporates a clocking system was made, but employees were not informed. Destiny Cleaners Ltd exercised a poor communication strategy where it failed to pass information to the staff. Besides the failure to communicate, there was a change in the decision that led to the installation of a biometric system. Upon installation, employees failed to use it properly, which led to pay cuts that affected a majority of the employees’ needs. The problem escalated and created a large conflict within the company that led to poor performance among the workers. A majority of the staff that failed to comply with the use of biometric systems caused problems by slowing down productivity, leading to a loss in revenues. The company was forced to set an emergency meeting to resolve the pay crisis for staff to resume performing duties as usual to avoid further deterioration of reputation with third parties such as customers.
Four-Step Method for Solving Performance Problems
Obtaining Agreement that a Problem Exists
Despite Destiny Cleaners Ltd employees engaging in a slow down at work due to deducted pay for absenteeism, the management of the company is responsible for admitting the existence of a problem. Whenever change is expected to take place in an organization, effective communication is required and preparation for the change is implemented progressively (Manning & Curtis, 2019). But the manner in which decisions were made several times and the changes were never communicated, causing the problem to occur (Gibson, 2018). The decision-making process requires all involved stakeholders to be engaged and included in the presented ideas. Mostly, training and orientation on how to use the new system must be done to avoid issues such as lack of clocking in and out at work. Since there was no orientation, employees never understood the effect of their lack of use of the biometric system could have on their earnings. The company’s management must admit the existence of a problem.
Mutually Discussing Alternative Solutions
Despite the origin of the problem at Destiny Cleaners Ltd., caused by the management’s poor communication skills, the staff should agree to come up with a solution as a team. Instead of playing blame games and accusing either side, a mutual agreement where each party can state its needs and wants will bring sanity to the crisis situation (Tisdale, 2022). When it is essential in leadership for involved sides in a crisis to compromise in coming up with a consensus about the prevailing leadership fails (Tisdale, 2022). Through settling ideas and concerns of the management and employees, the biometrics clocking in system can perform as intended. All the management has to do is communicate effectively.
Mutually Agreeing on Actions to Take to Solve the Problem
The company’s management action is to have its employees abide by using the biometrics clocking in system and the concerns of employees are to be paid the deducted amounts from their salaries and wages. Since the actions needed by either party are different, the management and employees are supposed to agree on a central idea regarding the use of the system and payment of the deducted remuneration (Gibson, 2018). Even if no side’s actions will be fully accepted, a mutual point that can be termed an equilibrium is required to resolve the problem.
Results Evaluation Follow-up and Encouragement Provision
Upon coming to an agreement on how to resolve the problem, a strategy for making a follow-up should be created to ensure the terms and conditions are adhered to. Since payroll is done once a month, an evaluation of the proper use of the biometric system can be done bi-weekly by the human resource department. Any discrepancies found can be resolved before the preparation of payroll (Manning & Curtis, 2019). The management has to encourage the agreed decision and provide the necessary resources to fulfill the goal. Encouragement provision can be manifested as a backup power supply, which can ensure employees’ smooth logging in and out of the company even if there are power outages.
References
Gibson, J. (2018). The art of leadership and command: A study of McClellan and Lee and their contemporaries (1861-1865). Page Publishing Inc.
Manning, G. & Curtis, K. (2019). The art of leadership. McGraw Hill: New York: NY. 978-1-259-84798-1
Tisdale, V. A. (2022). The art of leadership in times of crisis. University of Massachusetts Global.