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The Manager's Pocket Guide to Documenting Employee Performance by Terry L. Fitzwater

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1. RECOGNIZING THE NEED FOR DISCIPLINE

Let’s begin with a hypothetical situation. Jim, a manager in accounting, is proud of one of his hires, Susan. She has been nothing short of excellent since he hired her 10 months ago. Jim decides she has performed so well, he’ll promote her to a new position. Two months pass, and now he wonders if the promotion was such a good idea. Her work has not been error free, and in accounting, perfection is a must. He can’t understand it. He mentioned the problem to her over coffee a while ago, and her response was “Don’t worry, I’ll get it.” But her work hasn’t improved. He decides to meet with her again. Perhaps discipline is the answer. Here is how their conversation goes:

Jim:

Susan, I’m disappointed. You ...

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