Transforming Problematic Employees into Contributing Members: A Strategic Framework

Abstract

This study explores the transformation of problematic employees into contributing members within the framework of positive workplace environments. Grounded in transformational leadership theory, interpersonal relationship theory, and strengths-based psychological frameworks, the research examines how leadership behavior, emotional intelligence, and organizational culture collectively influence employee rehabilitation. Employing a qualitative multiple-case study design, data were gathered through semi-structured interviews with 12 key informants in Cebu City, including supervisors, human resource officers, department heads, and previously problematic employees. Thematic analysis, guided by Braun and Clarke’s six-phase framework, revealed five major themes: leadership approaches, relationship-building and emotional dynamics, organizational culture and climate, strength-based interventions and empowerment, and employee engagement and transformation outcomes. Findings emphasize that individualized leadership, psychological safety, empathetic relationships, and recognition of employee strengths play critical roles in behavioral improvement and reintegration. The study presents a strategic, concentric framework showing how outer layers of leadership and culture support inner transformations in motivation, behavior, and organizational commitment. This model provides practical implications for human resource management, emphasizing the importance of holistic and person-centered strategies in resolving performance challenges. The research contributes to both theoretical discourse and applied practice by reframing problematic employees as potential assets whose transformation can be cultivated through structured, supportive leadership and development systems.