Give a precise definition of the problematic conduct that is countable, unambiguous, and succinct. (To build an ideal definition, you might invent some details to fill in the holes.)
To identify the causes of the performance issue, do a PDC assessment (study the selected scenario to determine how to answer these questions).
Name the domain and explain which part of the domain is causing the performance problem.
Defining Problematic Conduct and Performance Diagnostics Assessment (PDC)
Precise Definition of Problematic Conduct
Problematic conduct in a workplace setting can be defined as any behavior or performance deficiency that disrupts workflow, reduces efficiency, or negatively impacts team dynamics. For this analysis, we define the problematic conduct as chronic tardiness among employees in a clinical healthcare setting, specifically among registered nurses (RNs) working in a hospital. Chronic tardiness is operationalized as arriving more than 10 minutes late for a scheduled shift at least three times in a two-week period without valid justification.
This definition is:
- Countable: The frequency of tardiness can be recorded and measured objectively.
- Unambiguous: The threshold of 10 minutes and three occurrences in two weeks ensures clarity.
- Succinct: It precisely states the issue without unnecessary details.
Performance Diagnostics Assessment (PDC)
To determine the root causes of this issue, we conduct a Performance Diagnostics Checklist (PDC) assessment, which evaluates four key areas: Antecedents, Equipment and Processes, Knowledge and Skills, and Consequences.
1. Antecedents (Expectations and Cues)
- Are employees aware of the attendance policy?
- Yes, the policy is included in the employee handbook and covered during onboarding.
- Are reminders given regarding shift schedules?
- Yes, automated reminders are sent via email and scheduling software.
- Do supervisors actively enforce the policy?
- Enforcement is inconsistent; some supervisors overlook minor tardiness.
2. Equipment and Processes (Environmental Factors)
- Is there an issue with scheduling or shift planning?
- Some employees report difficulties with shift rotations and frequent last-minute schedule changes.
- Are there transportation barriers?
- Some employees rely on public transportation, which can be unreliable.
- Is the clock-in system functioning properly?
- Yes, the biometric system is operational, though some employees report occasional delays in processing.
3. Knowledge and Skills (Competency and Training)
- Do employees understand the consequences of tardiness?
- Some employees do not perceive tardiness as a serious issue due to lax enforcement.
- Do employees have adequate time management skills?
- A few employees struggle with balancing personal responsibilities and work schedules.
4. Consequences (Reinforcement and Punishment)
- Are there immediate consequences for tardiness?
- No, tardiness is often overlooked unless it becomes excessive.
- Are on-time arrivals rewarded?
- There are no incentives for punctuality beyond standard performance reviews.
- Do repeated tardiness incidents lead to corrective action?
- Yes, but only after multiple warnings, and the process is slow.
Identifying the Domain and Root Cause
The domain affected by this performance issue is Workplace Behavior and Accountability. Within this domain, the primary cause of the performance problem lies in the Consequences category. Employees are not consistently held accountable for tardiness, leading to a culture where arriving late carries minimal repercussions. Additionally, Antecedents play a role, as inconsistent policy enforcement creates confusion regarding expectations.
Conclusion
To address chronic tardiness among RNs, the organization should enhance policy enforcement, introduce punctuality incentives, and improve scheduling consistency. Strengthening accountability mechanisms and reinforcing clear expectations will foster a culture of punctuality and professionalism within the healthcare setting.