This assignment asks you to consider a current or past coworker who has low levels of either job performance, organizational commitment, or both. You are asked to draw on concepts from the course to explain exactly why this coworker is so ineffective, and how you and his/her supervisors might react, given that knowledge. The paper should be 1000 words in length (all inclusive). Double spaced, 12 pt. font, Times New Roman, APA format.
If you cannot identify a worst coworker in your own experience, interview a fellow student, friend, current coworker or other acquaintance who can describe a worst coworker. Use that description as the basis of your paper.
DETAILS ON WORST COWORKER PAPER
Your paper can focus on either a current coworker or a past coworker. The coworker should be a real person, as opposed to an amalgam of multiple individuals. Moreover, some portions of the paper work better if the coworker is of a similar hierarchical level to you--as opposed to a boss or a supervisor. The paper should include the following three sections:
- Background (about 150 words)
➢ Describe the coworker. Give enough detail that it’s clear why you feel the way you do about this person, with enough richness that the section “brings the person to life” for the reader. Feel free to omit or disguise any details that might be sensitive in nature
- Explanations (about 500-750 words)
➢ Applying the concepts we have discussed so far in class, why do you think this person was so bad? As in, what caused them to be this way? Did it have to do with their satisfaction, emotions, motivation, stress or perceptions of trust, justice,? Name specific concepts and describe how they apply to your coworker. What exactly qualifies them to be considered the worst? Was it their performance? Is it their commitment to the company and colleagues? Or perhaps it had to do with some other kind of behavior or attitude?
➢ Drawing on key terms from Chapters 4-7 and 9, provide an explanation of why, in your estimation, this employee has low levels of job performance and/or organizational commitment. When I say “key terms”, I’m referring to the words that are bolded in the chapters and that appear in the Key Terms section at the end of each chapter.
➢ Given the strict word count, you’ll need to strike a balance between breadth of coverage (i.e., the number of key terms mentioned) and depth of coverage (i.e., how detailed your use of a given key term is in explaining the employee’s attitudes and behaviors)
- Recommendations (about 150 words)
➢ Flowing out of the key terms discussed in the previous section, describe what the top managers or leaders in the company could do, very specifically, to improve the performance and/or commitment of your coworker. Then describe what you, personally, would do to make this coworker more effective. Finally, answer the following questions: Is this employee a “problem that cannot be fixed” to some extent? If so, describe what the top managers or leaders in the company could do to avoid similar problems in the future.
Understanding the Ineffectiveness of a Worst Coworker: Causes and Solutions
Background
In my previous workplace, I encountered a coworker named John who was consistently ineffective in his job performance and displayed low levels of organizational commitment. John worked as a data analyst in our team and was hired around the same time as me. Although he had the necessary qualifications and skills, he consistently failed to meet deadlines, produced inaccurate reports, and demonstrated a lack of motivation and engagement in team activities.
Explanations
Several key concepts from our course can help explain why John was such an ineffective coworker. His low job performance and organizational commitment can be attributed to the following factors:
- Job Satisfaction: John appeared to be dissatisfied with his job. He often complained about the workload, lack of recognition, and the repetitive nature of his tasks. This dissatisfaction affected his motivation and productivity. According to the Job Characteristics Model, John’s job lacked key characteristics such as skill variety, task significance, and autonomy, which contributed to his dissatisfaction.
- Emotions: John frequently displayed negative emotions in the workplace. He seemed frustrated, stressed, and disengaged. This negative emotional state impacted his ability to focus, collaborate effectively with others, and deliver quality work. The affective events theory suggests that negative emotions can arise from workplace events and influence job performance and commitment.
- Motivation: John lacked intrinsic motivation and did not find his work meaningful or fulfilling. He often procrastinated, avoided challenging tasks, and showed minimal effort in improving his skills. The expectancy theory would explain this by stating that John did not believe his efforts would lead to desirable outcomes or rewards.
- Perceptions of Trust: John had difficulty trusting his colleagues and supervisors. He felt isolated and believed that others were not supportive or helpful. This lack of trust led to poor communication, limited collaboration, and an overall negative work environment. The concept of trust can be linked to organizational commitment, as lack of trust hinders commitment to the organization and its members.
- Perceptions of Justice: John had a perception of injustice in the workplace. He believed that his efforts were not recognized or rewarded fairly. This perception of distributive and procedural injustice further demotivated him and negatively impacted his commitment to the organization. The equity theory suggests that individuals assess fairness and compare their inputs and outcomes to those of others.
Recommendations
To improve John’s performance and commitment, both top managers and individual colleagues can play a role:
- Top Managers:
- Provide opportunities for skill development and job enrichment to increase job satisfaction.
- Foster a positive work environment by recognizing and rewarding employees’ contributions.
- Implement fair performance evaluation systems to address perceptions of injustice.
- Enhance communication channels and promote teamwork to build trust among coworkers.
- Individual Colleagues:
- Offer support and guidance to help John overcome challenges.
- Encourage positive emotions by creating a supportive and inclusive work culture.
- Provide constructive feedback and help John set achievable goals to enhance motivation.
- Collaborate with John on tasks to build trust and improve communication.
However, it is important to recognize that some employees may be difficult to completely fix. In such cases, top managers should consider the following actions to avoid similar problems in the future:
- Improve the hiring process by thoroughly assessing candidates’ skills, motivation, and cultural fit.
- Provide ongoing training and professional development opportunities to enhance employee skills and job satisfaction.
- Regularly evaluate employee performance and address any issues promptly.
- Foster an organizational culture that promotes open communication, fairness, and continuous improvement.
In conclusion,
the ineffective coworker, John, exhibited low job performance and organizational commitment due to factors such as job dissatisfaction, negative emotions, lack of motivation, distrust, and perceptions of injustice. By addressing these factors through the recommendations mentioned above, both top managers and individual colleagues can contribute to improving John’s effectiveness. Additionally, implementing measures to avoid similar problems in the future can lead to a more productive and engaged workforce.