Allocate Work and Provide Feedback: A Study on Performance Management

This study focuses on the allocation of work and providing feedback to employees for better performance management. It includes role-play, setting performance objectives, identifying risks, and more.

Running head: ALLOCATE WORK AND PROVIDE FEEDBACK
Assessment 1: Allocate Work and Provide Feedback
Name of Student
Name of University
Author Note

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ALLOCATE WORK AND PROVIDE FEEDBACK
Table of Contents
3. Arranging with the assessor.....................................................................................2
a. Time and place of the role-play.............................................................................2
4. Carry out role-play....................................................................................................2
a. Discuss the expectations from the employees......................................................2
b. Feedback for the employees.................................................................................2
5. Role-play with seconded employee..........................................................................3
a. Method to measure performance and objective....................................................3
b. Set performance objective....................................................................................3
c. Discussing general expectations and code of conduct.........................................3
6. Identifying risk associated........................................................................................3
Bibliography..................................................................................................................3

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ALLOCATE WORK AND PROVIDE FEEDBACK
3. Arranging with the assessor
a. Time and place of the role-play
The time and place of the role-play can be done within the premises of the
company. This need to include the managers of every department so that they can
act in accordance with the company and ensure that the welfare of the company and
the employees are discussed. The garden products manager needs to be involved
so that the meeting can be set up as per the time of the manager. The meeting need
to maintain performance expectations of the employees so that it can help in
establishing the objectives of the company.
4. Carry out role-play
a. Discuss the expectations from the employees
The position required to be analysed is that of the customer service
representative. The expectations from the employees in this position are that they
need to maintain clear communication with the customers. The employees need to
understand the needs and demands of the customers and provide expert advice so
that they can be guided in a proper manner. At the same time, the aptitude of the
employees is that they need to take and process the orders that are provided by the
customers. In order to do so, it is necessary that the employees have a proper
knowledge about the market and the products. At the same time, physical stamina is
required to maintain the composure of the customers.
b. Feedback for the employees
The employees need to ensure that they develop a proper understanding of
the concept of customer service representative. As stated by Blut et al. (2015) the
needs of the customers are required to be satisfied so that they can remain loyal to
the company. In the case of the Woolongong, the employees need to posses
knowledge of the products and understand the manner in which technology can be
adopted for meeting the needs of the customers. The performance, skills and
knowledge of the employees need to be such that they can mitigate any problems of
the customers. The knowledge gap of the employees is mainly based on the type of

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ALLOCATE WORK AND PROVIDE FEEDBACK
products that the customers may demand. This can be mitigated by effective
marketing analysis.
5. Role-play with seconded employee
a. Method to measure performance and objective
The performance of the employees is measured by conducting a performance
appraisal after a convenient time. It has been stated by Buckingham and Goodall
(2015) that the performance of the employees need to be judged based on the
objectives set up by the organisation. The objectives of an organisation like
Woolongong can be set by identifying the needs of the customers and the
expectations from the employees. At the same time, objectives are determined by
keeping in mind the mission and vision of the organisations.
b. Set performance objective
The performance objective of Woolongong can be set as follows:
 Achieve the goals that are set so that the company can benefit financially
 Enhance the knowledge related to the products
 Set up small targets so that the broader target can be achieved
KRA Activities/goals Measurement/KPIs
Accountability/
dependencies
Financial Increase the
finance of the
company
Improve the budget
of the company
Financial manager
Internal
process
Maintain
efficiencies of the
employees
Identify capabilities
of the employees
HR manager
Customer
focus
Identify the
needs and
demands of the
customers
Satisfy the
customers
Customer Service Relationship
manager

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ALLOCATE WORK AND PROVIDE FEEDBACK
Development Conduct training
and development
Provide theoretical
and practical training
Training manager
Table 1: Work plan
(Source: Created by author)
c. Discussing general expectations and code of conduct
The general expectations from the employees include maintaining the
objectives of the company. The objectives, mission and vision of the companies
need to be maintained by the employees so that they can achieve the target
provided to them. According to Anitha (2014), the code of conduct that needs to be
followed includes maintaining ethnic behaviour and ensuring that rules related to the
welfare of the employees are maintained. For example, the provisions of the health
and safety act and the fair wage act need to be maintained so that the organisation
can continue with proper business and maintain its reputation in the market.
6. Identifying risk associated
Risk
Risk
likelihoo
d
Risk
impac
t Controls
Monitorin
g
Timelin
es
Responsib
le
Financial
risk
High High Plan a
proper
budget for
the
company
Monitor the
financial
improveme
nt by
maintainin
g proper
budget
analysis
Within 3
months
Financial
manager

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ALLOCATE WORK AND PROVIDE FEEDBACK
Risk
Risk
likelihoo
d
Risk
impac
t Controls
Monitorin
g
Timelin
es
Responsib
le
Turnover
of the
employe
es
Medium Mediu
m
Motivate the
employees
by
understandi
ng the
demands
Monitor the
work of the
employees
and reward
them with
proper
monetary
and non-
monetary
incentives
Within 5
months
HR
manager
Work
place
safety
risk
High High Ensure that
the
workplace
safety is
maintained
by keeping
proper
distance
between
equipments
Check
every
equipment
regularly
so that any
accidents
can be
avoided
Within 1
month
HR
manager
Table 2: Risk management template
(Source: Created by author)

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ALLOCATE WORK AND PROVIDE FEEDBACK
Bibliography
Agnihotri, R., Dingus, R., Hu, M.Y. and Krush, M.T., 2016. Social media: Influencing
customer satisfaction in B2B sales. Industrial Marketing Management, 53, pp.172-
180.
Anitha, J., 2014. Determinants of employee engagement and their impact on
employee performance. International journal of productivity and performance
management, 63(3), p.308.
Blut, M., Frennea, C.M., Mittal, V. and Mothersbaugh, D.L., 2015. How procedural,
financial and relational switching costs affect customer satisfaction, repurchase
intentions, and repurchase behavior: A meta-analysis. International Journal of
Research in Marketing, 32(2), pp.226-229.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management.
Harvard Business Review, 93(4), pp.40-50.
Hill, N. and Brierley, J., 2017. How to measure customer satisfaction. Routledge.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean,
P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee
Performance & Reward: Concepts, Practices, Strategies. Cambridge University
Press.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in
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Vidyarthi, P.R., Singh, S., Erdogan, B., Chaudhry, A., Posthuma, R. and Anand, S.,
2016. Individual deals within teams: Investigating the role of relative i-deals for
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