50.         Unsatisfactory employee performance demands appropriate response from a
manager or supervisor¹. The question is what is appropriate? Some managers might
claim that verbal abuse and intimidation² are useful in getting employees to improve.
While this may be true in exceptional cases, my view is that the best managerial
responses generally fulfill³ two criteria⁴; (1) they are respectful: and (2) they are likely to
be the most effective in the long run.
      Treating employees with respect is important in all contexts. Respect, in the most
basic sense, involves treating a person as equal in importance to oneself. For a manager
or supervisor, this means recognizing that occupying a subordinate position does not
make a worker a lesser⁵ person. And it means treating subordinates as one would want to
be treated—honestly and fairly. Using threats or verbal abuse to elicit⁶ better employee
performance amounts to treating a worker like the office copy machine—as an object
from which to get what one wants.
      Moreover, while verbal abuse might produce the desired reaction at a particular
time, it is likely to backfire later. Nobody likes to be abused or intimidated⁷. If such
methods were the general practice in an office or division, overall morale⁸ would
probably be low. And it is unlikely that employees would give 100 percent to managers
who so obviously disregarded them.
      More beneficial in the long run would be careful but clear feedback to the worker
about specific deficiencies, along with ideas and encouragement about improvement. In
addition, supervisors⁹ should allow employees to explain the problem from their point of
view and to suggest solutions. Of course, a supervisor should never mislead a
subordinate into thinking that major problems with work performance are insignificant¹⁰
or tolerable. Still, an honest message can be sent without threats or assaults on self-
esteem.
      In conclusion, supervisors should avoid using verbal abuse and threats. These
methods degrade subordinates, and they are unlikely to produce the best results in the
long run. It is more respectful, and probably more effective overall, to handle cases of
substandard work performance with clear, honest and supportive feedback.

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