The skills of turning problem performance into a good performance are an essential part of every manager's repertoire. And a manager needs to know what to do when all their attempts fail and the problem performance will not improve. Then they may be faced with no choice but to terminate the workers employment. But this extreme action not only needs to be conducted properly it needs to be a legitimate decision made after a careful and controlled process has been undertaken. This series will cover this process. The starting point is to try and avoid performance problems in the first case. So obviously recruiting workers who are able to do the job is an essential skill for managers. And then the workers need to know what level of performance is expected from them, and kept informed about their progress. But if this preventive approach fails then problem performance has to be managed. This means establishing how to identify problem performance. This topic discusses some of the some controversial methods that can be used to identify poor performance, and ensuring that the workers are responsible for the performance failure. You will be shown how to implement a performance appraisal system. Then a remedy to improve problem performance has to be found and applied. This is usually an informal process of support by a manager which will give the worker every possible assistance to get better at their job, or to arrange the work situation to enable them to be more effective. Often this will be the end of the story. Most workers want to do the best job they can, and with support they will do. But for a few the informal measures don't work, and so a manager will have to formally discipline a worker, being careful not to infringe employment legislation. Two alternative models of discipline will then be explored to give every manager a full and complete range of options to employ at this difficult time.