BSBMGT502 Performance Management Assessment

This assessment covers key concepts in performance management, requiring students to demonstrate their understanding of topics such as setting performance objectives, conducting performance reviews, providing feedback, managing employee development, and handling disciplinary actions. It includes multiple-choice questions, scenario-based tasks, and reflective exercises designed to assess knowledge, skills, and application.

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 1 of 24
STUDENT ASSESSMENT
WORKBOOK
Unit Code: BSBMGT502
Unit Name: Manage People Performance
Brighton Institute of Technology
AUR50116 –Diploma of Automotive Management

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Table of Contents
ASSESSMENT TASK 1 – PROJECT/ROLE PLAY (PERFORMANCE MANAGEMENT)..........................................4
APPENDIX 1: CASE STUDY – BDS AUTO CARE......................................................................................................4
APPENDIX 2: OPERATIONAL PLAN.....................................................................................................................6
APPENDIX 3: PERFORMANCE MANAGEMENT PLAN................................................................................................9
APPENDIX 4: PERFORMANCE DEVELOPMENT PLAN..............................................................................................10
APPENDIX 5: COACHING SESSION – OBSERVER’S EVALUATION SHEET.......................................................................11
COMMENTS/FEEDBACK TO COACH..........................................................................................................................12
APPENDIX 6: COACHING SESSION – COACH’S SELF-REFLECTION SHEET......................................................................13
ASSESSMENT TASK 2 CASE STUDY (DISCIPLINARY PROCESS)....................................................................15
APPENDIX: CASE STUDY – SAM’S TERMINATION.................................................................................................15
ASSESSMENT TASK 3 WRITTEN QUESTIONS.............................................................................................18
REFERENCE LISTS.....................................................................................................................................23
ASSESSMENT SUMMARY SHEET
The section below is to be filled in by the student
Student Name:
Student ID No:
Completion Date:
Unit Code and name
Student Declaration: I declare that the work submitted is
my own, and has not been copied or plagiarized from any
person or source, apart from where I have listed or
referenced documents. I have been provided with all the
pre-training information related to this unit. I have read
and understood all the information and I am ready to be
assessed. I am aware that I will be provided with the
feedback on the outcome of the unit after 14 days of the
submission. I am also aware of my appeal rights.
Name:
_______________________
Signature:
_______________________
Date: ____/_____/___
The section below is to be filled in by the Trainer/Assessor
Legends used: S = Satisfactory, NS = Not Satisfactory, Result
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 2 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
 Assessment Task 1 S | NS
 Assessment Task 2 S | NS
 Assessment Task 3 S | NS
Final Assessment Result for this unit C / NYC
Feedback:
________________________________________________________________________________
________________________________________________________________________________
Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment
with this student, and I have provided appropriate feedback. I also declare that I have done the
plagiarism and authenticity check.
Name:______________________ Signature: _________________Date: ____/_____/_____
Assessment Task 1 – Project/Role play (Performance
Management)
Appendix 1: Case study – BDS Auto care
At your first meeting, you need to discuss the following issue:
You need to determine what the source of his negativity is and plan his performance management.
In your one-on-one session with Tony you need to come to a resolution of a way forward and get
Tony fully ‘on board’.
Answer: BDS Auto Care is a family owned business that develops and produces solution for
automotive industry. With growing economy, there is opportunity to grow strategically by
investment. For the purpose of expansion, the company needed to integrate operational plan for
provider wider accessibility to store open timings, greater customer care, staff expansion and
policies (Cai, 2009). The key people in the branch of the company are Tony (Supervisor) and Marie
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 3 of 24
Entered onto Student Management
Database
Initials ___________ Date___________

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
(Bookkeeper/Administrator). Tony had been feeling negative, source for which can be determined
to be inappropriate pay structure I n the company. Though the Company plans on expanding yet, it
does not aim at increasing pay structure of its employees and staff. Performance management plan
for Tony needs to include steps to motivate him, by more recognition for his role. He feels as if a
any other part in the company and not someone critical, who could drive performance. In one-to-
one session with Tony, a resolution for way forward such that he can be brought on-board fully has
to be ascertained. Resolution plan needs to integrate steps for enhancing productivity, also
engagement in his job role. It has to be ascertained that his involvement within organization
increases and his usage of internet reduces. Monitoring of his performance will allow overseeing
any time that he allocates for other duties or for his personal work.
One-to-one Meeting:
Being the manager and having one to one meeting with staff members, program that are outlined in
the Performance Management Plan has to be highlighted. Details of such programs includes
operations that staffs needs to integrate to cater to increased roles and responsibilities at the
organization (Ferreira, 2009). For every role key results areas that are desired has to be highlighted
along with indicators that reflects successful performance. A brief review period for performance
has to be ascertained for the performance plan as well.
a. Resolving of issues outlined in Employee profiles has to be attended. As Tony requires a
motivation and engagement sessions. Marie needs an induction training to get more hands-
on expertise. Conducting coaching session will help address Employee issue and will also
help the Employee. Coaching session will include a training program aimed at greater
success in performance areas within appropriate review period.
b. KPI results are integral to be generated from team’s performance, hence appropriate
measures to calculate such scores has to be taken. KPI for operational teams is aimed at
better performance levels of employees for catering to increased schedules of the store, aim
to customer satisfaction, integration of green initiative by the Company.
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 4 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
c. Individual report on progress for individual Employee can be understood by means of
chatting with them. Every employee faces separate issue, which can only be handled
separately. This meeting will further help and raise awareness amongst employees to the
concept of team achievement.
d. Performance Development Plan can be completed on basis of outcomes of one-to-one
session and sign-in agreement. The Plan highlights major subjects that needs to be attended
during operations of individual employees.
e. Performance review notes once completed can be placed in Employee’s file for better record
of performance. This file can be kept as a record and accessed once required by the
organization for developmental purposes.
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 5 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Appendix 2: Operational plan
Operational goals Team goals Progress
Goal Focus KPI Reas
on/
barri
ers
Team Deliver
able
Goal KPI Du
e
1 2 3 4 5 6
Greater
Operati
onal
Succes
s
Custo
mer
Satisfa
ction
Attain
85%
custom
er
satisfa
ction
rates
Expansi
on in
new
services
Operatio
nal Team
Efficient
operation
s
Cater
operation
s
successf
ully
90%
operatio
ns
3
mon
ths
Achie
ved
70%
Achie
ved
50%
Achie
ved
75%
Achie
ved
80%
Achie
ved
60%
Achie
ved
85%
Customer
Service
Team
Attend to
customer
and
provide
them
services
Attend
customer
calls and
in-front
efficientl
y
85%
custome
r
satisfact
ion
6
mon
ths
Achie
ved
50%
Achie
ved
40%
Achie
ved
70%
Achie
ved
90%
Achie
ved
80%
Achie
ved
70%
Manufact
uring
Manufac
ture
Manufac
ture with
Manufa
cture
6
mon
Achie
ved
Achie
ved
50%
Achie
ved
30%
Achie
ved
75%
Achie
ved
65%
Achie
ved
75%
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 6 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Team equipme
nt and
machiner
ies well
appropri
ate parts
without
errors
using
same
country
product
s
ths 60%
Green
Initiati
ve
Abide
by all
green
endeav
our
ascerta
ined by
the
compa
ny
New
initiative
taken by
the
organiza
tion
Manufact
uring
Team
Accomm
odate
new
standards
Set new
manufact
uring
patterns
Adhere
to
quality
set by
green
initiativ
e team
9
mon
ths
Achie
ved
40%
Achie
ved
60%
Achie
ved
70%
Achie
ved
80%
Achie
ved
90%
Achie
ved
75%
Accounta
nt Team
Allocate
finances
for
purchase
of right
equipme
nt
Allocate
finances
effectivel
y for
meeting
green
initiative
Allocat
e 70%
of
required
finances
at one
go
3
mon
ths
Achie
ved
30%
Achie
ved
40%
Achie
ved
50%
Achie
ved
75%
Achie
ved
65%
Achie
ved
70%
Productio
n Team
Produce
parts
efficientl
Produce
using
green
Cater to
standar
ds 80%
6
mon
ths
Achie
ved
70%
Achie
ved
35%
Achie
ved
55%
Achie
ved
60%
Achie
ved
70%
Achie
ved
85%
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 7 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
y initiative
Version 1 Feb 2017, Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 8 of 24

Appendix 3: Performance management plan
Name/position: Manager: Review
period:
Reference from
Operational
Plan
Key result area Indicator of
success/
performance
By
when
Statu
s
repor
t
Customer Service Customer
Satisfaction 85%
High satisfied
customers
6
months
12
months
Operation Delivery Operational
Satisfaction 80%
Satisfied customers
with effective
operations
3
months
6
months
Manufacturing
Delivery
Manufacturing
Delivery 85%
Effective
manufacturing with
maximum 10%
error
6
months
12
months

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Manager’s comments
Performance evaluation has led to valuable insights
regarding demands of performance that is required. Staff
training and induction needs to be conducted for further
valuable insights.
Signature
Date
Staff member’s comments
Performance evaluation has affected delivery of services,
helping in concentration of goals towards better
achievements.
Signature
Date
Appendix 4: Performance development plan
Name/position: Manager: Review
period:
Skills to be
developed:
How skills are to be
developed:
Priori
ty
(H,M,
L)
By
When
?
Skills
gaine
d
(Y/N)
Faster and
effective
operations
Training and induction H 3
months
Y
Better customer
service
Training and service quality
monitoring
H 6
months Y
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 10 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Green initiative
manufacturing
Training and monitoring H 9
months
Y
Manager’s comments
Staff performance has been affected by training programs
and inductions. Further monitoring and performance
evaluation is necessary.
Signature
Date
Staff member’s comments
Through training and induction exact delivery for particular
jobs is understood well. It helps in catering to performances
effectively.
Signature
Date
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 11 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Appendix 5: Coaching session – Observer’s
evaluation sheet
Coach’s name Phone
no.
Observer’s
name
Phone
no.
Assessment
site
Coaching
date/s Time/s
Employee’s
name
Phone
no.
Standard of performance
Satisfacto
ry
Yes No
Did the coach utilise the GROW model for coaching his or her employee? Yes
Did the coach identify the performance issue? Yes
Did the coach utilise a number of communication skills to reflect and
clarify the employee’s answers?
● active listening
● clarifying
● summarising
Yes
Did the coach ask probing questions? No
Did the coach allow the employee time to think before replying to
questions?
No
Did the coach use body language cues to help put the employee at ease? No
Did the coach acknowledge the employee during the coaching session
using positive feedback?
Yes
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 12 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Did the coach provide constructive feedback to the employee during the
session?
Yes
Did the coach provide strategies for continuous improvement for the
employee?
Yes
Did the coach identify his or her strengths and weaknesses as a
coach/manager?
No
Did the coach identify areas for self improvement? Yes
Comments/feedback to coach
The coaching session was overall highly effective but there were certain areas that
could
provide better insights. Firstly, identification of strength and weaknesses is critical
to
Success of coaching sessions.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 13 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Appendix 6: Coaching session – Coach’s self-
reflection sheet
Coach’s name Phone
no.
Listener’s name Phone
no.
Assessment site
Coaching date/s Time/s
Employee’s name Phone
no.
Respond to these questions with your feelings and thoughts about coaching. What was your initial
reaction to the coaching exercise?
Que.1 What was your overall assessment of your performance as a coach? Give reasons for
this assessment.
Answer: It is often difficult to self-reflect regarding one’s own performance levels. Overall
assessment of my own performance as a coach reflects that I was highly professional in my
approach. I was critical of my staff’s during their coaching sessions and was also accommodative
for making any changes to the sessions.
This assessment provided performance plan for employees development and performance. It will
help them cater to specific performance goals in the future.
Que.2 What do you think were some of your strengths during the exercise?
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 14 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Answer: As a coach there needs to be some strengths identified that can help cater to performance
criteria in a better way. My strength during the exercise was professionalism and being directed to
goals specifically. Other strengths were keeping staffs motivated through the entire exercise.
Que.3 What do you think were areas where there was room for improvement?
Answer: I feel every coach realizes that there were areas or room for improvement posts coaching
sessions. In this coaching session there was room for improvement for accommodating in more
performance related criteria’s that could have been evaluated.
Que.4 What kind of strategies can you think of to help improve your coaching skills?
Answer: Strategies that can help improve my coaching skills are patient and more criticalness. I
feel if I am more critical of my team’s performance then my team will be able to achieve better.
Que. 5 What do you think will be the cost of not implementing new strategies into your role as
a manager?
Answer: There will be significantly high costs of not implementing new strategies into my role as a
new manager. Some effects may be as severe as staff non-productivity.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 15 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Que.6 What are some valuable skills that you have learned today to help you in your role as
manager/coach?
Answer: Some valuable skills that I have learned as a role of a manager or coach is to conduct staff
related performance in a critical manner.
Assessment Task 2 Case Study (Disciplinary process)
Appendix: Case study – Sam’s termination
1. Performance reviews for all staff:
2. Disciplinary hearings:
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 16 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
1. Report : The reasons the organisation lost its unfair dismissal case with Fair Work
Australia (includes points a to e)
In a small security company, Sam is a programmer in a team. As the Team Manager, it was
noted that Sam had been missing quite a few deadlines and had struck the manager, when called
for called for a meeting at the office (Aguinis, 2009). When Sam’s was dismissed, she filled a
case with Fair Work Australia, where the Company lost the case. Reasons for the organization
losing the case was several. the Company missed any sort of risk analysis that could arise in any
situation. Here the risk pertains to injury done to manager or any other fellow employee, which
forms a part of Employee Conduct and Disciplinary legislation. Legislation that might apply in
this case is Fair Work laws and rules. The Company had not kept any performance review of
the employee that reflected repeated missing of deadlines. There was absence of any
disciplinary action against the employee prior to providing termination notice to the employee.
There was no formal disciplinary progress against the employee. Further there was absence of
any formal investigation that was carried out for the employees failing to abide by disciplinary
procedures. Absence of records in employer’s book regarding the staff where claims for bad
meeting review is recorded. There was a merely termination letter with no prior chances
provided to the employee. There were no documented evidence that incorporated coaching
sessions with Sam by the employer. Professional and proper performance management review
or developmental plans for the employee was absent that could be produced by the employer in
the court. There was absence of copies of signed agreement that reviewed Sam’s progress as
submitted by the employer. There was also no formal hearing that had taken Sam’s point of
view prior to her dismissal. As Sam was not stood down while the investigation was carried out.
Further, there was absence of the claim made by the Company that can prove misconduct done
by Sam. The manager failed to document any written warning in Sam’s file and they had merely
verbal arrangement. Adoption of recording procedure for employee conduct would enable the
Company defend its position as per Fair Trade Work rules.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 17 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
2. What the organisation should have been doing for it to have successfully defended its
position against Sam’s claim of unfair dismissal.
The organization should have maintained written documents for all performance related
plans for Sam. Any proceeding or progress made by Sam should have been documented
with formal written warning issued. There is a procedure for maintaining performance
review and conduct of employee in file of the employer. This would have allowed the
organization to defend position against Sam’s claim for unfair dismissal.
3. What would have been the correct way to terminate Sam in accordance with legal and
organisational requirements. (Point f)
Sam could easily been terminated in a legal manner that met organizational requirements.
Correct way to dismiss Sam includes maintaining of all her proceedings in the Company,
with maintaining her records to not able to meet deadlines. While she was absent from the
Company, she should have been issued formal written warning notice to join back her work.
Her physical assault should also have been documented. Post three warnings issued against
her, which if she missed, the Company could have issued a dismissal notice. The Company
can easily provide those documents signed and noted according to date as a measure of
evidence for Sam’s dismissal. HR specialists should have been appointed at coaching
sessions with Sam when he misconducted within the organization. Sam required support
services to guide him towards fair conduct in his proceedings at the organization. He needed
a formal coaching session to guide him towards proper productivity within the organization.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 18 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Assessment Task 3 Written Questions
Question 1: What is performance? Explain performance measurement systems utilized within
the organization you are familiar with?
Answer: Performance in organization is the actual output or results that an employee delivers
against intended outputs. Performance is the productivity that is desired from employees and staffs
to meet certain predestinated goals of the Company.
Performance measurement systems utilized within the organization examples are Balanced
Scorecards, Performance Prism, action-profit linkage and Cambridge Performance Measurement.
While there are other performance measurement systems present but the above ones that are
highlighted are applied in organization systems more compared to others.
Question 2: KPIs
Answer: Being a manager of a new call center team three Key Performance Indicators (KPIs) that
the team needs to meet or exceed monthly are Average time in Queue, Service Levels and Average
Speed of Answer. Average time in Queue will reduce customer waiting time while calling the call
center and will allow answering to more number of calls. Service levels will allow identifying
callers appropriately and help in better service delivery. Whereas Average Speed of Answer which
is 4 seconds will be reduce greatly to below 4 seconds.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 19 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Question 3: Describe the role of awards and certified agreements in managing employee
performance, give some examples?
Answer: Employees performance needs to be coordinated and directed such that appropriate goals
can be reached. Performance appraisal of employees can help understand levels of gaps existing
amongst employee performance and expected levels. A KPI will further allow understanding such
levels. While such levels of performance can easily be understood, they need to be strived towards
by increasing employee productivity. Employee productivity can be achieved through various
intrinsic and extrinsic motivation levels. Role of awards and certified agreements in managing
employee performance can help achieve motivation in employees. Such awards and certified
agreements can enhance recognition and help engage employees in a better manner.
Question 4: Explain unlawful dismissal rules and due process?
Answer: An employee might be subjected to unlawful dismissal rules for several reasons. Reasons
for unlawful dismissal includes temporary absence from work due to injury or illness, trade union
membership or participation in trade union activities, non-membership with trade unions, filling of
a complaint, race, color, sex, sexual orientation, age, physical, mental ability, marital status,
absence of work in maternity leave, temporary absence from work for engaging in voluntary
emergency.
Process of such dismissal includes employee lodging a complaint, commission staff members
checking application, then the employer being served with the application. Commission might hold
conference to deal with parties to resolve the matter. The Commission if satisfied resolves the
dispute and issues certificate.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 20 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Question 5: List three legislation that are related to performance management?
Answer: Performance Management follows several legislations. However specific legislation
includes, Fair Work Act 2009, Fair Work Relations 2009 and Public Sector Management Act 1995
(South Australia). Though there are other acts that apply to areas of performance management but
the above highlighted are the important ones that define ways that employees need to conduct
themselves.
Question 6: Describe staff development options and information?
Answer: Employees and staffs needs to be developed through various options and information such
that they can cater to performance criteria’s specified by the organization. Staff development
options includes training, inductions, performance review and reporting and so on. These attend to
specific areas in which staff requires improvements.
Question 7: Case Study 1
What steps would you take to provide positive feedback to Mike?
Answer: Mike has been highly effective in reducing absenteeism in the team that had been facing
serious issues with absenteeism. Mike needs to be given feedback formally through written
instructions as well as verbally. Mike can be called for a one-to-one meeting procedure where he
can be given feedback and asked regarding ways that he adopted to overcome the challenge at
workplace. Other steps to provide feedback to Mike can be recognition given to him for his
performance by highlighting his name on the whiteboard or through email in the intranet to various
teams. This will help motivate Mike in a better way and also help him improvise for better
performance in the future.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 21 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Question 8: Case study 2
What steps would you use to give constructive feedback to Louise?
Answer: Louise had been lagging behind schedule since the beginning of the project. Inspite of
repeated warnings given, there has been a lag in performance levels to keep up to standard
performance criteria. Understanding and analysing critical factor that affects Louise’s performance
it can be understood that he does not take deadlines in a serious manner. A constructive feedback
provided to Louise includes providing him relevant details that client requires project be completed
in time. Further he needs to work hard until completion of the project and to set his deadline ahead
of time such that he can finish in a suitable time period. Time management is critical for any project
completion, therefore Louise should be coached in procedures of time management skills such that
he is able to complete his projects in time.
Question 9: What are the legal consequences for managers and organizations for not keeping
records of any activity surrounding performance management?
Answer: Managers needs to keep track and record of performance management for all staffs and
employees. These records help them in the future and in current stages of operation management.
There might be legal consequences for managers as well as the organization for not keeping records
of activities surrounding performance management. Especially they might be subjected to cases as
per Fair Work rules where employees might challenge employer for any legal proceeding taken
against them. In such cases employer or manager will not be able to provide records of documents
or any written proceedings for warnings or whatsoever.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 22 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Question 10: How would you provide assistance to an employee who:
a) Has problems doing their job?
b) Needs to develop skills to be considered for a promotion?
Answer: a) Employee and staffs needs to provided coaching that assists them from side of the
employer. In case an employee faces challenges in their work roles of jobs such assistance can help
them cope with standards provided. Assistance in form of training and guidance can further aid in
developing performance criteria of employees.
b) Employer can assist employees in development of skills that is considered critical for promotion.
This will assists in succession planning, career development and promotion that in turn will help the
organization to achieve higher levels of productivity. Imbibing skills from the employer will keep
employee motivated and committed towards the organization, which in turn will assists in achieving
greater goals for it.
Question 11: Nick and Tony have been fighting at work. List all the steps you would follow to
discipline both employees.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 23 of 24

BRIGHTON INSTITUTE
OF TECHNOLOGY
CRICOS Provider Code 02552G RTO No 21438
Answer: Employees need to follow disciplinary course of action within the organization. They are
typical legislations that has to be adhered to while delivering performance within workplace. While
Nick and Tony had been fighting at their workplace, there are some disciplinary steps that needs to
be accommodated for both employees. They need to be provided with written disciplinary course of
action that needs to be followed within workplace. The employees has to be course of action that
will be taken against them in cases they fail to adhere to specifications provided by the
organization.
Reference Lists
Aguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Cai, J. L. (2009). Improving supply chain performance management: A systematic approach to
analyzing iterative KPI accomplishment. Decision support systems, 512-521.
Ferreira, A. &. (2009). The design and use of performance management systems: An extended
framework for analysis. Management accounting research, 263-282.
End of your assessment! Thank you for your time.
Version 1 Feb 2017,Next Review Feb 2018 BIT BSBMGT502 Student Assessment Work Book (AUR50116)
Page 24 of 24