Case Study 4-1 "Diagnosing the Causes of Poor Performance"From the case study, it is evident that Heather possesses excellent knowledge on how to design a training class and integrating modeling and practice into her classes. She has also done a thorough research on what entails good communication skills. However, the rating of Heather by her students is low, especially on the way she responds to specific questions. This is a clear sign that Heather lacks adequate declarative knowledge. According to Silber and Foshay (2009), declarative knowledge can be described as “knowing that” for example, knowing the fact that D is the fourth letter in the alphabet.
According to these two authors, declarative knowledge is conscious and is expressible. On the other hand, procedural knowledge can be described as “knowing how” for example knowing how to ride a car. Procedural learning involves implicit learning, which may take place without the knowledge of the learner and may involve being able to utilize a particular form to comprehend without essentially being able to clarify it (Silber & Foshay 2009). It is evident that Heather lacks declarative knowledge and this is the reason as to why she is not able to express the procedural knowledge that she possesses when confronted with questions.
Heather knows how (procedural knowledge) to design a training class and incorporating modeling and practice into her classes but does not possess the ability to express that knowledge verbally (declarative knowledge). According to Silber and Foshay (2009), for a professional to be a performer, he or she should possess both declarative and procedural knowledge. The lack of any one of the two types of knowledge leads to poor performance since they compliment each other.
The main cause of poor performance recorded by Heather in her workplace is lack of declarative knowledge. According to Aguinis (2009), for any organization to record good performance, it must have effective performance management strategies in place. According to Aguinis (2009), some of these performance management strategies include employee training and reward systems. Heather’s poor performance problem can be solved through training especially on how to express her intrinsic knowledge on communication skills. Heather needs to undergo a thorough training on communication skills and interpersonal skills.
It is important that Heather understands the cause of her underperformance so that she embraces the training being offered. According to Aguinis and Kraiger (2009), many poor performance management strategies fail to achieve their objectives because the employees are forced to undergo the training without being explained the personal and organizational benefits derived from the training. The main benefit of employee training is that it enhances the employees’ skills hence improving their performance and that of their organization (Aguinis & Kraiger 2009). With adequate training, Heather will acquire the communication skills needed to express the knowledge she possesses on interpersonal skills and new manager training.
Through training, Heather will also gain the skills needed for her to have healthy and productive interactions with her students. Through this way, the student will feel freer to interact with her and ask any questions they might have on the concepts taught in class. Having gained good interaction and communication skills, Heather will gain confidence to face her students and tackle any question asked by her students. If Heather registers an improvement in her performance, she should be rewarded in order to keep her motivated in improving her performance even more.