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One more time: please fire marginal employees.

D H Freed1

  • 1Overlook Hospital, Summit, New Jersey, USA.

Pharmacy Practice Management Quarterly
|August 18, 2000
PubMed
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Managers should decisively terminate marginal employees to maintain team success and organizational health. Addressing the ten common barriers to removing underperformers is crucial for future improvements.

Area of Science:

  • Organizational Behavior
  • Human Resource Management
  • Business Psychology

Background:

  • Marginal employees, defined by sustained poor attitudes or performance, can negatively impact team dynamics and overall organizational success.
  • The decision to terminate underperforming staff is often challenging for managers due to interpersonal difficulties and organizational inertia.

Purpose of the Study:

  • To identify and analyze the common reasons why marginal employees are retained within organizations.
  • To provide a foundation for developing strategies to overcome barriers to addressing underperformance.

Main Methods:

  • Qualitative analysis of organizational practices and management decision-making regarding employee retention.
  • Identification and categorization of ten prevalent barriers hindering the termination of marginal employees.

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Main Results:

  • Ten distinct reasons were identified that contribute to the continued employment of underperforming individuals.
  • These barriers often involve a combination of managerial hesitation, organizational culture, and procedural complexities.

Conclusions:

  • Managers should be empowered to make difficult termination decisions for the benefit of the team and organization.
  • Recognizing and understanding these ten barriers is the essential first step toward implementing effective solutions for managing marginal employees.