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Review of Public Personnel Administration
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The Burden of Dealing with Poor Performers

Wear and Tear on Supervisory Organizational Engagement

Dennis M. Daley

North Carolina State University, dennis_daley{at}ncsu.edu.

Using Albert Hirschman's (1970) theory of exit, voice, loyalty, and neglect as measures of organizational effectiveness, this study examines the response of supervisors to dealing with poor performers. In recent years, the U.S. Merit Systems Protection Board has focused its Merit Principles Surveys (MPS) on issues directly linked to its role—prohibited practices, retention, grievance and discipline, and so on—and the role supervisors play in their cause and remedy. In the 2000 MPS, there are a number of items that address supervisory efforts in dealing with "poor performers." These run the gamut from identifying performance discrepancies through providing feedback and developmental opportunities to seeking removal. There are also items that assess the supervisors' perceptions of difficulties in engaging in these activities. Using regression analyses, the author examines these factors with respect to their impact on individual supervisors' perceptions of their own organizational engagement. The performance appraisal process and management support prove especially important in maintaining positive supervisory attitudes.

Key Words: exit • voice • loyalty • and neglect • Hirschman's theory • motivation • poor performance • supervisor

Review of Public Personnel Administration, Vol. 28, No. 1, 44-59 (2008)
DOI: 10.1177/0734371X07311253
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