How do you deal with an employee who continues in making troubles between other employees?

The person spreading the gossip is a difficult employee in their own way. If you have not seen the inappropriate behavior yourself, look into it. Ask the people reportedly involved. Collect all the facts you can before you act. Don't use the fact that you haven't seen the inappropriate behavior as an excuse to delay doing something. It is important to act promptly. Make sure you aren't part of the problem. It will be much more difficult to remain calm and impartial in confronting the difficult behavior if you are partly responsible. If that's the case, be sure you acknowledge your role in it, at least to yourself. Develop a planYou're a manager.

 

• EvaluateIt is important when dealing with difficult employees to act quickly. Often you will need to act almost immediately to neutralize a dangerous situation. However, it is always appropriate to think before you act. Clearly if an employee comes to work with a gun, you will need to act more quickly than when someone complains that another employee is always taking credit for her work. In either case, take the appropriate amount of time to evaluate the situation before you act. You don't want to make it worse.

  Recognize that most employees can be "difficult" from time to time. This can be caused by stress on the job or away from it. Some employees are difficult more often than others. It is not always your least-productive employees who are difficult. So take a moment to evaluate each situation for the unique situation it is.

 

• Do your homeworkAlways act on facts. Don't base your actions on gossip or rumor. The person spreading the gossip is a difficult employee in their own way. If you have not seen the inappropriate behavior yourself, look into it. Ask the people reportedly involved. Collect all the facts you can before you act.

  Don't use the fact that you haven't seen the inappropriate behavior as an excuse to delay doing something. It is important to act promptly.

  Make sure you aren't part of the problem. It will be much more difficult to remain calm and impartial in confronting the difficult behavior if you are partly responsible. If that's the case, be sure you acknowledge your role in it, at least to yourself.

• Develop a planYou're a manager. You know the value of planning. This situation is no different. You need to plan the timing of the confrontation. You need to select a quiet, private place where you won't be interrupted. You need to decide whether you need to have others, like an HR representative, present in the meeting. Plan the confrontation and then make it happen.

When you have prepared, it is time to act. You do not need to act impulsively, but you must act quickly. The longer an inappropriate behavior is allowed to continue, the harder it will be to change it or stop it.

• Confront the problemDon't put it off. It may not be pleasant, but it's an important part of your job. It will not "fix itself". It can only get worse. You have planned this confrontation. Now you need to execute.
• Deal with the behavior, not the personYour goal is to develop a solution, not to "win". Focus on the inappropriate behavior; don't attack the person.

  Use "I" statements like "I need everybody on the team here on time so we can meet our goals" rather than "you" statements like "you are always late".

  Don't assume the inappropriate behavior is caused by negative intent. It may be from fear, confusion, lack of motivation, personal problems, etc. 

  Give the other person a chance to develop a solution to the problem. They are more likely to "own" the solution if they are at least partially responsible for developing it.

• Try to draw out the reasons behind the behaviourAs you talk with the difficult employee, actively listen to what they say. Stay calm and stay positive, but remain impartial and non-judgemental. Ask leading questions that can't be answered in one or two words. Don't interrupt.

  When you do respond to the difficult employee, remain calm. Summarize back to them what they just said, "so what I understand you are saying is", so they know you are actually listening to them.

Give him an opportunity to change. Advise the others to deal with him carefully and positively and this may change him. Monitor the situation and if no improvement I have to discuss him and give advice and warn him verbally of the consequences of  his behavior. If no change, I will act according to the organization policy. 

NO ONE IS PERFECT. YOU KEEP WISHING GOOD FOR THE EMPLOYEE AND SOME DAY THE EMPLOYEE WILL CHANGE

Three consecutive major warning and them a termination, After a one on one meeting with notifications issues.

1st - Verbal warning.

2nd - Written warning.

3rd - Penalty.

Have a discussion with the employee to explain the importance of professionalism in the work place.

Discuss the disciplinary course of actions clearly. First issuing a verbal warning - Secondly a written warning - Lastly final warning leading to possible termination.

If the employee actions improve, acknowledge it with the individual.  

 

There is no need to do anything. The others will take care of him.

I will cordially talk to them both , talk them smoothly asking question what's the root of the trouble. After that listen of what is their both grudges and feeling both sides.

first of all i try to find what is the actual problem, and why he creating problem among other employees then i will find out the way.

It is the manager's responsibility to take the appropriate action to correct the problem. Whether the concern exists due to the employee's lack of knowledge of the issue, lack of feedback or projecting the difficulty onto someone else, the manager has the responsibility of addressing and turning around the predicament. 

I would suggest the following steps to be taken with immediate effect otherwise work efficiency of all employees will be decreased. 

 

1. Don't ignore the problem. 

Ignoring the situation is the wrong solution to what could likely become a progressive problem.2. Intervene as soon as possible. 

 

2. Intervene as soon as possible.

It is important to take action as soon as the negative behavior pattern becomes evident--when left untouched, this problem will only escalate.

 

3. Research the problem personally. 

Armed with accurate data and examples, the manager needs to then take this person into a conference room or office.......away from others.......and calmly address the issue. To begin, the manager needs to ask the employee if he is aware of any ongoing issues to determine if the difficult person is aware of the problems.

 

4. Help the problematic employee to get back on track. 

Once the employee begins to understand that these negative behaviors are real and experienced by others in the organization, the manager or someone from human resources should begin to coach the difficult employee in displaying more acceptable and appropriate behaviors. 

 

If all else fails, 

 

5. TERMINATION OF SERVICES may be necessary. 

If the employee continues to deny his inappropriate behavior and refuses to try to improve the situation, the manager needs to place this person on the fast track towards termination.