One of the most important factors in an organization's ability to achieve its goals and objectives is the performance of both the boss and the employees. However, issues are sure to arise when the manager's and the employee's performance expectations conflict, forcing them to work toward opposing goals and ultimately leading to conflict within the organization and organizational failure. Nevertheless, a variety of strategies can be employed to reach a decision that will serve as the final resolution to the issue.
People work at varying levels, so one must recognize this in order to come up with the best solution to the issue. Therefore, to offer a solution to the problem.
For one to formulate the best solution to the problem, one has to understand that people have a different level of performance. Therefore, to offer a solution to the problem, one has to identify the level of performance to enable the employee work efficiently within their capability. The level of differences will cease to exist because the manager will have a good understanding of the limits within which the employee can operate.
The second approach that can be used to solve the problems is the hiring of an external employee to supplement the existing workforce. The concept of taking the initiative will help the organization acknowledge the fact that there are some levels of performance that the current employees cannot achieve thus enhancing a good working rapport. Therefore, the external skills will help to supplement the existing weakness within the organization thus preventing the differences between the employee and the manager.
Additionally, the staff members and the manager can have a meeting within the organization through which they can formulate recommendations that will define the limits within which each employee's level of performance can reach. The initiative will help the manager to understand the culture of the performance of each employee thus preventing the differences that are bound to arise within the employee and the manager.
