Deck 15: Leading Nonperforming Employees: Leadership Responsibility

Question 1

There are nine principles for health leaders to consider when planning and providing workshops and training. List three of these principles.
a. _________________________________________________
b. _________________________________________________
c. _________________________________________________

Answer 1

No Answer.

Question 2

There are five reasons for a health leader to conduct a performance review. List three of those reasons.
a. _________________________________________________
b. _________________________________________________
c. _________________________________________________

Answer 2

No Answer.

Question 3

There are four usual outcomes of progressive correction action used by health leaders with non-performing employees. List three of these outcomes.
a. _________________________________________________
b. _________________________________________________
c. _________________________________________________

Answer 3

No Answer.

Question 4

What options can health leaders use in developing a performance improvement plan for a non-performing employee? Summarize and explain at least three options or methods.

Question 5

Why is "person analysis" and health leader documentation important when considering termination of a non-performing employee? Explain your answer.

Question 6

The unproductive employee may be an employee who lacks appropriate ______________ or education to maintain productivity in the workplace.

A) motivation
B) norms
C) leadership
D) motivation and norms
E) None of these is correct.

Question 7

Resistance to the ________________ of the organization is one root cause of non-performance for some employees.

A) policies
B) norms
C) standards
D) All of these are correct.
E) None of these is correct.

Question 8

An employee's _______________ changes over time to adapt to the situation, their activity level, development, education and training, occupation, marital status, health, and socioeconomic status.

A) loyalty
B) compliance
C) resistance
D) personality
E) loyalty and resistance

Question 9

The practices of coaching and mentoring use similar approaches; however, mentoring usually covers a ____________ duration of time.

A) shorter
B) specific
C) longer
D) specific and longer
E) None of these is correct.

Question 10

____________________ opportunities are often, depending on specific health professional specialty, required to maintain licensure, credentials, or status in professional associations as well as privileges to practice in the health organization.

A) Workshop
B) Continuing education
C) Job rotation
D) Person analysis
E) None of these is correct.

Question 11

Setting expectations for employees by health leaders, such as using Goal Setting Theory, and _______________ performance, are critical.

A) assuming
B) punishing
C) varying
D) measuring
E) None of these is correct.

Question 12

To reduce the potential for litigation, the keys to dealing with non-performing employees by health leaders are _____________, collaboration with the human resources department, legal counsel, and senior leadership.

A) coaching
B) continuing education
C) documentation
D) performance improvement plans
E) All of these are correct.

Question 13

Health leaders who do not appropriately deal with nonperforming employees create a new __________________ of nonperformance in their area of responsibility.

A) human resource policy
B) culture
C) group of peer mentors
D) All of these are correct.
E) None of these is correct.

Question 14

When the health organization expects strict and consistent compliance with policies, procedures, and standards and the employee is loose with compliance, this is a problem with expectations associated with _______________.

A) education and training
B) coupling
C) productivity
D) both coupling and productivity
E) All of these are correct.

Question 15

Frequent communication of expectations should be verbalized, modeled, and documented to all subordinates and employees across the organization; however, nonperforming employees may need ______________ counseling of each expectation, norm, and performance standard.

A) aggressive
B) peer mentor
C) explicit
D) both peer mentor and explicit
E) both aggressive and peer mentor

Question 16

Matching a performing employee with a nonperforming employee is an approach called ________________.

A) peer coaching
B) peer facilitation
C) peer training
D) peer job rotation
E) None of these is correct.

Question 17

There are three general types of learning: _____________, Active and Experiential

A) passive
B) auditory
C) kinesthetic
D) visual verbal
E) both auditory and visual verbal

Question 18

Modeling by health leaders demonstrates the ______________ expected by everyone in the organization.

A) behaviors
B) performance
C) actions
D) both behaviors and actions
E) All of these are correct.

Question 19

Nonperforming employees are reminiscent of the transformational leadership theory.

Question 20

Some level of malingering is to be expected in the health organization.

Question 21

Leader mentoring takes on a similar but slightly different role than coaching because mentoring has a more narrow scope than coaching.

Question 22

Education is a formal process such as earning a degree while training is usually a workplace oriented activity.

Question 23

Malingerers are employees who attempt to avoid the work of the organization altogether for some personal reason or for secondary gain.

Question 24

Coaching is based in transformational leadership constructs such as individualized consideration, intellectual stimulation, and performance expectation for the employee.

Question 25

Mentoring can occur between peers.

Question 26

The longer the learning time, the more potential impact the effort will have for the employee.