Content area
Full Text
MANN, REBECCA B. Behavior Mismatch: How to Manage "Problem" Employees Whose Actions Don't Match Your Expectations. New York: AMACOM, a division of American Management Association, 1993. Pp. xi + 164 $19.95
The title is apt. Rebecca Mann has written a book to help managers understand and work positively with "problem" subordinates. The phrase "behavior mismatch" constitutes her definition of "problem."
Mismatch happens when one person's actions don't meet another's expectations. Usually it is the workers' actions and the bosses' expectations, but not always. A lack of understanding between the two people that stems from their different perspectives leads to different expectations. These differing views and expectations result in the perception of poor work performance.
Although different expectations are equated to "problem employee," Mann is careful to point out that it is the behavior which is the problem, not the person or employee. With this definition the manager is as much a candidate for behavior mismatch as is the employee.
It is important to address behavior mismatch situations in organizations because they are toxic to the organization. Behavior mismatch not only creates bad feelings and frustrations, it can also cost money. If behavior mismatch goes undiagnosed or mishandled, employee turnover will be high. Mann goes into detail about the financial cost of turnover to an organization. Her conservative estimate is an average of $10,000 per employee. Another cost of mismatches results from the organizational ineffectiveness inherent in such situations. Obviously, both of these costs have a negative impact on productivity and profits.
The perspectives of both the supervisor and employee must be understood before...