This monograph deals with a continuing personnel problem in the public sector of society--what to do about the individual who cannot or will not meet role expectations. It is designed to provide a framework within which the problems of marginal performers can be assessed and treated. The focus is initially on the meaning of marginal or ineffective performance, as well as the major sources and significance of such performance to both the individual and the organization. This discussion is followed by the presentation of a model of the personnel effectiveness planning process, including a discussion of the three elements in this process--performance effectiveness standards, performance effectiveness analysis, and performance effectiveness control. The model has been developed as a frame of reference for thorough analysis of actual position performance, causes associated with various types of less than satisfactory performance, and training or other influences that might be more appropriate to achieve satisfactory resolution of personnel problems. The central concern of the entire text is on strategies that a school system can employ to deal with performance problems of personnel considered to be failures or whose decline in competence is in process. (Author/MLF)