Monday, June 30, 2008


In my twenty odd years in the workforce, I can see that there are basically three major reasons why staff become “problematic, indiscipline and under-performing.”

The first thing is they have personal problems, either intra-personal (within themselves) or with others (at home or at work). Sometimes there are also those who "simply" create the problem (on purpose) to send a message to their superior that there is "something not right somewhere" - something that they're not happy with. And hoping that the superior is sensitive enough to pick up the cue and take whatever neccessary actions to rectify the situation. This is the first area immediate superiors should look into when employees don’t perform or don't cooperate.

If it is established that personal problems are not the cause, then the immediate superior looks into the second cause, ie. talent fit. May be the worker is in the wrong job.

For example, in the civil service, if a teacher is not performing well in the teaching profession, he/she could be transferred to other departments where her talents can be put to good use, perhaps to administration or research and development, or be in charge of a school hostel or transferred out of the education ministry into another ministry which requires his/her talent.

It’s about time we realize that people trained in certain disciplines may not later perform well in those areas. In this case, we should allow for inter-department transfers. It’s time to change the rules – be more flexible. We just need to find where they can fit in. Everyone of us has his/her own specialty.

A third reason why people don’t perform is because their immediate superiors don’t know how to manage their subordinates. Once a person has an under-performing manager or supervisor as his/her immediate boss, he/she suffers.

The problem lies not in the subordinate but in the immediate superior, who has no managerial TALENT or skill. To me, there is no such thing as workers who are “problematic, indiscipline(d) and under-performing.” If they're the "problematic type", then why does the company hire them in the first place ?

Either they have personal problems (unhappy with something) or they are in the wrong job-fit or their immediate superiors don’t know how to manage !
Whatever the reasons, superiors must immediately IDENTIFY what ills their subordinates. Then RECTIFY the problem accordingly. Don't wait, or sweep it under the carpet - hoping it will go away ... as that'll only aggravate the matter.


Anonymous said...

Peace be upon you,
In my point of view, you're 100% correct, some organization like to "transfer" the problems not solving the problems. Thus, the problems will only be moved around the organization but in fact are still there and multiplied and aggravate. It's like cancer if it's not cured it will become worse.The superiors should stop blaming their subordinates for doing the wrong things/actions, its the superiors' fault/incompetence of managing their subordinates that leads to the problems. A good manager/superior will be able change the problematic staffs to be the productive and competent ones.
One more thing we've to remember is that the definition of "zalim" is "tidak meletakkan sesuatu pada tempatnya", so let's hope that the number of "zalim" superiors will be reduced in the near future...


SAS said...

Thank u "F"anonymous ...