The company has certainly benefitted from Jim’s services as an employee, who played his role in the respective capacities albeit his poor work ethics, which encompass the principles of professionalism, dependability, dedication and accountability according to Schuler (1991). Jim’s past performance evaluation should be based on a framework based on specific objectives. Performance appraisals are done in a design with the consideration of their core purpose, such as the situation where Jim has been causing adverse problems in the businesses’ production by late work attendance. This calls for a purposed evaluation and rather extreme measures being taken to safeguard the company’s bigger interest while still evading the traumatising rude ‘being sacked’ experience for Jim. Company administrators conduct performance appraisals for purposes such as salary increment, promotions, training needs and general Human Resource decisions.
A clear demonstration of the repercussions of his late work attendance to the company will be explained to Jim to get him perceive the adverse effects of his actions. Adequate evidence and material should be employed to consolidate the claims against Jim and make him get the grave nature of his action to the company’s objectives. The failure to comply with the company’s ethical code of behaviour leads to violation of upright labour relations and career development. The action taken to ensure that the company’s goals are achieved will involve termination of Jim’s employment contract in a disciplinary action act. The act of dismissing Jim should not be viewed as a punishment, but as a correction or chance to improve for both parties involved according to Bash (2009).
Jim should be motivated to sort whatever pending issues that are derailing him from developing his career and reinvent himself in the meantime while the company also corrects the recent situation in production. Despite his service being terminated, Jim should be reassured of his ability and also appreciated for his input to the company’s wellbeing.
References
Schuler, R. S. (1991). Managing human resources. West publishing company.
Bach, S. (Ed.). (2009). Managing human resources: personnel management in transition. John Wiley & Sons.
