Manager’s perception of an employee is paramount to the success or failure of an employee.

Most of the time I ponder on the following questions - Who do we blame for an employee’s failure?, How do managers perceive their employees, Weak or Strong?, Does the perception of managers towards their employees affect the employee’s work and performance?.
How is the Manager responsible for an employee’s failure? Most mangers categorize their employee as either weak or strong, and react based on the category.  Managers sees weak employee less motivate, less energetic, less active in taking charge of projects, less aggressive about problems, less innovative, hoard information, poor leaders to their peers and tend to seek permission for all tasks as compared to the strong employee. Subsequently, the manager will create and reinforce a system/dynamics/environment that essentially sets the perceive weak or underperforming employee to fail by questioning the employee’s performance, paying little or no interest in the employee’s comments or suggestions, rarely asking for the employee’s opinion on subject matters, increasing his time and attention on the employee’s activities, impatient with the employee, and imposing ones views in disagreement.
The perceived weak employee notices these behaviors because he feels deprived of autonomy on the job, feels undervalued, senses low expectation, perceives disapproval and criticism. The employee handles the situation by shutting down emotionally and intellectually, disengaging from the boss by reducing contact, not contributing to subject matters even if they have ideas and becoming defensive.
Categorizing employees is highly expensive and it affects employee, manager and the organization. The manager becomes emotionally and physically drained by trying to put up with the employee. His reputation among other employees is tainted because they will see him as unfair towards the weaker employee. The manager overloads the perceived strong employee which leads to burn out. Team spirit and cooperation amongst employee will take a down turn because of alienation of the perceived weak employee. Mismanagement of some employees may reduce the success rate of a manager and the organization.
How can the situation be salvaged? The first recommendation is for the organization to organize a lecture on personality types for all employees. This will enable everyone to understand their personality and that of others better. The people with steadiness and conscientiousness personality are often categorized as weak. Managers should create the right context for discussion and also be cautious of their body language when communicating with their employees. The employees should itemize the causes of their weak performance in certain areas and then work on it to get better. Giving up is expensive, so it is not an option. Open communication is required for managers and employees. 
In conclusion, failure is expensive so it’s the duty of everyone to ensure that the failure rate of an organization is kept at the bare minimum. Labelling and/or categorizing people saves time by providing quick guides for interpreting events and interacting with people but it isn’t the most optimized method because of its numerous downsides. Thus, it take a cautious and continuous effort to reduce categorizing people and have an open mind about employees.