Case study THE POOR WORKER. Answer the following questions.

Paula, the project manager, was reasonably happy the way that work was progressing on the project. The only issue was the work being done by Frank. Paula knew from the start of the project that Frank was a mediocre employee who often was regarded as a troublemaker. The tasks that Frank was expected to perform were not overly complex, and the line manager assured Paula during the staffing function that Frank could do the job. The line manager also informed Paula that Frank demonstrated behavioral issues on other projects and sometimes had to be removed from projects. Frank was a chronic complainer and found fault with everything and everybody. But the line manager also assured Paula that Frank's attitude was changing and that the line manager would get actively involved if any of these issues began to surface on Paula's project. Reluctantly, Paula agreed to allow Frank to be assigned to her project. Unfortunately, Frank was not performing his work on the project to Paula's standards. Paula had told Frank on more than one occasion what she expected from him, but he persisted in doing things his own way. Paula was now convinced that the situation was getting worse. Frank's work packages were coming in late and sometimes over budget. Frank continuously criticized Paula's performance as a project manager, and his attitude was beginning to affect the performance of some other team members. Frank was lowering the morale of the team. It was obvious that Paula had to take some action.

QUESTIONS 1. What options are available to Paula? 2. If Paula decides to try to handle the situation first by herself rather than approach the line manager, what should she do and in what order? 3. If all of Paula's attempts fail to change Frank's attitude and the line manager refuses to remove him, what options are available to Paula? 4. What rights, if any, does Paula have with regard to wage and salary administration regarding this employee?