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When an employee has done something or failed to
do something which adversely affects his/her work, the ability of others to do their work,
or the agency's mission, a supervisor is faced with decisions on how to handle the
incident or series of incidents. First, the supervisor must decide whether the incident
involves the employee's poor job performance or an act of misconduct or delinquency.
Normally, it is one or the other, but in some cases it could be both. Next, the supervisor
must decide what type of management action will best deal with the incident(s). There are many possible causes for an employee's performance and/or conduct problem, for example, illness, disability, drug or alcohol abuse, personality conflict, family problems, lack of training, low job morale, etc. The nature of the problem will determine the course of action to be taken. Maybe the employee should be referred to the Employee Assistance Program for substance abuse counseling, or a fitness-for-duty medical examination may be needed to determine physical or mental capability to do the job. If the problem is failure to meet the requirements established on the employee's performance plan, then appropriate action could be taken under the Performance Management Program. For guidance on dealing with poor job performance refer to menu item Employee Management Relations Program - Dealing With Poor Performers. If it is misconduct or delinquency, such as tardiness, failure to properly request leave, insubordination, theft, etc., then an option could be to take disciplinary action. There are a variety of ways to deal with these, depending on the severity of the misconduct: lesser disciplinary actions, such as admonishments and reprimands, to more severe penalties, such as suspensions and removals. |
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There may be instances where the problems are
both performance and conduct. In these cases action may be taken under either program, or
both simultaneously. |
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