When the scale of operation was small, the employer was able to give individual attention to each employee. But with the rise in the number of subordinates per manager, the reasons for anger and frustration are on the rise. If not dealt properly, the anger in one employee can spread its wings leading to discontentment within the team.

Before approaching the employee, the supervisor should analyse the recent behaviour and the impact it has on the team work. He can contact his supervisor to study the experiences he had on dealing with annoyed and angry employees. With the necessary information in hand the manger needs to approach the employee and convene a meeting when the latter is in a relaxed mindset.

It is the duty of the manager to assemble in a room where they can speak up freely without the fear of anyone overhearing the conversation and without interruptions. Address the employee calmly, at the same time firmly, and enquire the reasons for the recent behaviour. Always proceed with enough preparations that make it possible to reason out in spite of denials of this behaviour from the employee. If the employee denies the statement, cite the examples that were a cause of worry to the manager and the team. Show your acceptance to the contributions made by the employee to the organisation and reveal your displeasure to the outrages exhibited during the past weeks. Try to bring the employee to a common platform and coax him to divulge the reasons. After quoting the reasons for the meeting, the manger should keep silent, giving time for the employee to ponder.

Once the employee starts to speak, the manger should show his concern and further induce him to proceed with minimal interruptions. While the employee speaks, revealing of interest in what is being said is vital. If not, it can add to further outbursts from the employee. The supervisor should evaluate the employee from a new window free of any prejudices made on the basis of the past performances.

The supervisor should listen and reflect before adding his comments. The comments should not be of a high handed nature. The reasons pointed out should be valid and suited to the occasion. The supervisor should not use the opportunity to get even with the employee or prove him to be wrong, however much he is. This can only worsen the attempt to bring about an amicable solution to the problem.

After listening, and providing the plausible solution, the supervisor should not expect the employee to change his temperament from the very next moment. He should be given a few days to think over the solution, and if he still moves with the same mindset, the supervisor can initiate another meeting with the employee.

Dealing with a frustrated and angry employee is by no means an easy task. But as the team morale and the productivity of the team are dependent on the attitude of the individual members, the supervisor is forced to come up with a solution to it.