Performance Monitoring on Management Policies and Procedures - BBQfun

This article discusses the Performance Management Policy for contractors and workforce of BBQfun. It covers the managers' responsibilities, requirements for carrying out performance review, and the relevant legislation. The article also includes an event operation/ objective table, performance management design, and coaching design template. References are also provided.

Running head: INTERNATIONAL BUSINESS
ASSESSMENT THREE:
QUESTION 1
Reading
QUESTION 2
BBQfun
Performance monitoring on management policies and procedures
The policy on Performance Management
Purpose
This policy was instituted for purposes of ensuring fair, consistent, transparent as well in line with the set standards of the
company performance is practiced.
Scope
Performance management process by contractors and workforce of BBQfun is all that is included in the coverage of this
policy’s scope.
Procedures on particular resources for rolling out this policy can be obtained from the organization’s website as an
alternative to this document.

Running head: INTERNATIONAL BUSINESS
Managers’ Responsibility
Organizing review discussions on formal performance after six months and at the end of the year
Individual performance monitoring all year long while, documenting key occurrences and making both critical, positive
and negative observations.
Manager should maintain recording of both formal and informal performance reviews by using the performance
management documentation
Opportunity provision to employees for purposes of participating and contributing to their professional and personal
development
Provision of employee training and development access, as reflected in the staff’s development plan
coaching and development provision to dismal performers throughout the review period by employing the GROW model
opportunity provision to the workforce to communicate their career enhancement goals
Making sure that the employees work according to the organization’s policy and procedures on performance management
Manage operational plan
The relevant or right legislation
Privacy Act of 1988 or the (Cwlth)

Running head: INTERNATIONAL BUSINESS
The 1991 Queensland Anti-Discrimination Act
The 2009 Fair Work Act
The Records Management standards AS ISO 15489.1 – 2002
revised on 21/2014 by chief Financial officer Riz Mehra
Requirements for Carrying Out Performance Review
Regular employee’s performance throughout the year.
Elements of performance review: follow-up discussion which is usually a six-month , an annual formal review discussion
and the employee’s nonstop performance monitoring
a) Annual employee discussion
Entailing collection of employees’ performance through the year, this process is very critical. Reflection on the years
performance, carrying out key clarifications, introduction of new roles and exploration of the same. Setting of new targets
on completion of the old one.
(b) Documentation which provides the essential guides to development plans, targets and record standards set.
(c) Employee performance timing which is reviewed after 12 months and end year.

Running head: INTERNATIONAL BUSINESS
Event: Operation and/or objective Date Responsible
unit
Required Budget or resources
(in applicable scenarios)
Consumer engagement via promotion and market
research.
3/8/2016 Marketing and
sales
department
● Finalization of
market/retailing
research.
● Finalization of patron
surveys.
● Finalization of reports to
identify retailing
opportunities.
Commodity reputation and reputation patron service
prominence building
● Raise organisational profile by at least 30%.
● Improve client satisfaction achievement by 30%.
4/9/2016 Sales and
HRM ● brand awareness range
in categories in periodic
patron surveys.
● consumers with positive
view of organisational
responsiveness,
innovation, reputation,
ethics, safety.
● Number of patron
dissatisfaction.
● Delivery times.
● Number of returned

Running head: INTERNATIONAL BUSINESS
items.
Supporting people to perform via coaching and
achievement management.
5/9/2016 HRM
Department ● Numbers of injuries
(Target = 0).
● Numbers of absentees
(Target = <three% of
total hours).
● Anti-discrimination
dissatsfaction
(Target=0).
● % finalization of
achievement plans and
achievement
management process.
● Numbers of coaching
sessions completed.
● Numbers of Practical –
related coaching
programs completed.
Slash direct and indirect outlays of operations 4/10/2016 Operations
department ● ledger accounts on
general on financial
statements including
cost of agent
services, the
wages, consultancy

Running head: INTERNATIONAL BUSINESS
fees
as well as misuse
and associated
expenses.
● Expense target of
$6,345,714
● COGS target of
$7,767,000
Engaging with consumers through promotion and market
research.
6/10/2016 Customer
service
department
financial statements on ledger
accounts
Revenue target = $9 million
Profit target = $2234,286
Building stature for reputation commodities and
reputation patron service.
● Raise organisational profile by 20%.
● Improve client satisfaction achievement by 25%.
12/10/2016 HRM and
executive
management
$365,330,300

The performance management design
Personnel position:
Supervisor
Superintendent:
HRM
Period of Review:
3 months
Reference from
Practical design
Key result area Indicator of
success/
achievement
By
when
Status report
Communication Customer service Correct message
delivery
1st
week
satisfactory
values The organization Enhanced
performance
2nd
week
great
Feedback Senior and minor
subordinates
1st
week
satisfactory
Superintendent’s comments:
There was expected engagement
from the subject
Signature:
Date:12/12/2016

Staff member’s comments:
The process was not all inclusive,
some crucial aspects were not
included
Signature:
Date:10/12/2016
Coaching design template
Agent: Jean Makin
Superintendent: Dr Malice
Date of session:10/12/2016
Questions
Goal Performance improvement
Reality Increased customer reach and satisfaction
Options Direct customer engagement
Indirect approach via telecommunication channel

References
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014).
Project uncertainty management methodology for small firms. International
journal of project management, 32(2), 327-340.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.