There are different perspectives of handling the issues that Jim might be facing as well as the issues might be facing at the same time. The first thing to do is to interrogate why Jim is not performing as he used to. Definitely there is something that is making him uncomfortable in one way or the other. The goal is to help him recover and go back to the employee the organization knew. In addressing the issue, I will schedule a meeting with Jim and ask if there is anything wrong. I would do this in the friendliest manner so that I am able to understand anything behind his recent poor performance.
The other thing that I will do is to make sure that the organization is empowering Jim to perform. I can conduct my own research to make sure that the team Jim is working with share the same characteristics, and the tasks given to Jim are comfortable to him. If this is not the case, then the wise thing to do is to reshuffle the employees (Linda, 2005). I can also come up with incentives for Jim to motivate him to work harder. If everything in my capacity fails, then I will be forced to go for the worst, which in this case is termination.
The most positive and constructive feedback that I can offer Jim so that he stays motivated if offering incentives, and bonuses when he meets his deadlines. Some of the strategies that I can use include asking Jim of the things he likes the most. I can then identify if the organization is in a position to offer such incentives (Jeffrey, 2012). The goal is to make sure that Jim is given the things he likes the most. Having been given these things, it is obvious that he will improve his performance. If not then he will not be fit to be in the organization.
Reference
Jeffrey, A. (2012). Management and Organization Theory: A Jossey-Bass Reader. NY: John Wiley & Sons.
Linda, K. (2005). Organizational Behavior: A Management Challenge. NY: Psychology Press.
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