This article has significant merit, especially since I have had experience with PIPs limiting my authority in disciplining an employee during the term of the PIP. Alternatively, I have found using a PIP very helpful in situations where an individual has been employed for some time, and I am an incoming HR manager. In this instance, I can communicate with the employee exactly what the problem(s) is(are) and have the backing of my manager. I have only gotten two results in the many times I used them in this circumstance. Either the employee quits because s/he sees the writing on the wall, or improves because s/he sees the writing on the wall.

Thanks for your insights. I'm doing a benchmark study on overseas PIP/Low-performer management cases.