About 18 months ago, Jess Johnson was appointed to direct a newly authorized and funded unit in the state's Department of Human Services (DHS). Shortly there after, she interviewed and hired six new employees to staff the unit. The name of the unit is Service Outreach for Seniors (SOS). Its purpose is to coordinate ser vices for the vulnerable elderly. This is Jess's first supervisory position. Susan Jones and Bob Martin were two of the new employees Jess hired. Initially, both were very productive, enthusiastic, and industrious. Bob had taken the initia tive to work closely with several prominent private service providers to ensure their cooperation and involvement in the new program. Susan had done a terrific job of producing publications and other materi als describing the goals of the unit and explaining SOS services to the elderly. But since this initial spurt of activity and enthusiasm, both Susan and Bob have become less-than-ideal employees in Jess's estimation. Within 6 months of his hiring, Bob developed what Jess considers to be poor work habits (e.g., very long lunches and coffee breaks, tardiness, absentee ism). Bob demonstrates little interest in or enthusiasm for his work. Although he generally accomplishes those tasks