Poor Work Performance vs Biblical Handling and Interpretation

Opinion Piece by:

Ruben Opperman

The emphasis of poor work performance is not only on the Employer to manage, but it calls on the Employee to a higher standard to live in Christ to the full. This is done in line with how the early Christians acted, were called and performed their work diligently.

       2 Thessalonians 3:8-10

‘ Nor did we eat anyone’s bread without paying for it, but with toil and struggle we worked night and day, that we might not be a burden or impose on any of you [for our support]. [It was] not because we do not have a right [to such support], but [we wished] to make ourselves an example for you to follow. For while we were yet with you, we gave you this rule and charge: If anyone will not work, neither let him eat.’

1. A Breakdown of Poor Work Performance

From an HR or management perspective, “poor performance” is any gap between the expected, agreed-upon standards of a role and the employee’s actual results.

It typically falls into two main categories:

• Inability (The “Can’t”): The employee lacks the necessary skills, knowledge, or tools to do the job.
• Unwillingness (The “Won’t”): The employee has the ability but is not applying it. This often manifests as an issue of attitude, motivation, or behaviour.

Common Causes & Manifestations

2. A Biblical Framework for Addressing Poor Performance

This framework is primarily for the leader or manager. It provides a step-by-step process rooted in key biblical principles.

Step 1: Self-Reflection & Clarity (The “Log in Your Own Eye”)

Before addressing the employee, the leader must first examine themselves.

• Principle: Justice and Fairness.
• What it looks like: Ask yourself:
  1. Have I set crystal-clear, achievable expectations? (1 Corinthians 14:40 – “…everything should be done in a fitting and orderly way.”)
  2. Have I provided the necessary training, tools, and resources?
  3. Am I applying the standard fairly to everyone? Am I playing favorites? (Colossians 4:1 – “Masters, provide your slaves with what is right and fair, because you know that you also have a Master in heaven.”)
  4. Am I part of the problem? Is my management style causing this? (Matthew 7:5 – “First take the plank out of your own eye…”)
• Action: If you find a failure on your part, own it. Go to the employee, apologise for the lack of clarity, and reset the expectations together.

Step 2: Private, Direct Conversation (The “Matthew 18 Principle”)

If the expectations are clear and the failure is on the employee’s part, the next step is a private conversation.

• Principle: Restoration and Gentleness.
• What it looks like: The goal is not to shame, but to restore the employee to a right relationship with their work and the team.
  • Matthew 18:15: “If your brother or sister sins, go and point out their fault, just between the two of you. If they listen to you, you have won them over.”
• Action:

• 1. Do it privately. Never rebuke or correct someone in front of their peers.
  2. Be specific. Don’t say, “Your attitude is bad.” Say, “In the team meeting on Tuesday, you interrupted Sarah three times and rolled your eyes. The impact of that was…”
  3. Be gentle. (Galatians 6:1 – “…you who live by the Spirit should restore that person gently. But watch yourselves, or you also may be tempted.”)
  4. Listen. Seek to understand their “why.” This is where you diagnose if it’s an “inability” or “unwillingness” problem. (James 1:19 – “Be quick to listen, slow to speak…”)

Step 3: Equip, Train, and Support (The “Stewardship Principle”)

If the conversation reveals an “inability” gap (they can’t do the job), the leader’s role is to equip them.

• Principle: Equipping and Investment.
• What it looks like: A leader is a steward of the people they lead. The Parable of the Talents (Matthew 25:14-30) shows a master entrusting his servants and expecting a return. Your job is to ensure they have the “talent” (skill, training) to succeed.
• Action: Create a formal or informal plan. “Let’s get you that certification,” “Let’s have you shadow Sarah for two days,” or “Let’s check in for 15 minutes every morning on this project.”

Step 4: Accountability and Consequences (The “Justice Principle”)

If the issue is “unwillingness” (they won’t do the job) and steps 2 and 3 have not produced change, you must move to accountability. Grace does not mean an absence of consequences.

• Principle: Responsibility and Diligence.
• What it looks like: The Bible holds idleness and negligence in low regard.
  • 2 Thessalonians 3:10: “…The one who is unwilling to work shall not eat.” This is a strong statement about the personal responsibility to contribute.
  • Proverbs 10:4: “Lazy hands make for poverty, but diligent hands bring wealth.”
  • Parable of the Talents: The servant who willfully did nothing with his talent had it taken away. There are real consequences for failing to meet one’s responsibilities.
• Action: This is where you create a formal Performance Improvement Plan (PIP).

• 1. Clearly document the required standards, the employee’s current failures, and the specific, measurable, and time-bound steps they must take to improve.
  2. Clearly state the consequences if the plan is not met (e.g., “Failure to meet these standards by March 31st may result in further disciplinary action, up to and including termination.”)
  3. This is not a “gotcha” to fire them. It is a final, clear, and just opportunity for them to choose to succeed.

If the employee still fails, termination can be the most loving and just action for the rest of the team, who may be carrying the extra burden.

A Note on the Employee’s Responsibility

While the process above is for the manager, the Bible is equally clear on the employee’s responsibility:

Colossians 3:23-24: “Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving.”

This passage reframes work entirely. The ultimate “manager” is Christ. This calls employees to a higher standard of diligence, integrity, and excellence, regardless of whether their human boss is watching