BSB51915 Unit Code BSBMGT502 Unit Name Manage People

Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.au
AIC-UP- BSBMGT502–V2.0 Page 1 of 9
Educating for Excellence
Assessment Cover Sheet
Course Diploma of Leadership and
Management BSB51915 Term/Block
Unit Code BSBMGT502
Unit Name Manage People Performance
Assessment
Type Assessment Task 2 –Written test Time allowed
Date Room
Instructions for completing this form
 Complete Sections A and B
 Attach this two-page cover sheet to your assessment submission
 Submit your assessment to your trainer/assessor
 Retain Section B as proof of submission
 Please refer to the Plagiarism Policy and Assessment Appeal and Reassessment Policy in
the Student Handbook for more information.
Section A – Student Details (student to complete)
Student Name Student ID
Student Declaration
 I declare that the work submitted is my own, and has not been copied or plagiarised from
any person or source.
 I have read the Assessment and Student Handbook and I understand all the rules and
guidelines for undertaking assessments.
 I give permission for my assessment material to be used for continuous improvement
purposes.
Signature: ____________________________ Date submitted: ____/_____/_____
Section B – Receipt (student to keep a signed copy of this section as proof of submission)
(Student to complete) (Assessment receiver to complete)
Student name: Date received: ____/_____/_____
Student no: Received by:
Task No.:

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Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
Section C – Assessment Result (Assessor to complete)
Assessment Completion Status (Please Circle)
Satisfactory Not Satisfactory
Assessor name:
Assessor signature:
Date assessed: ____/_____/_____
Comments (Assessor to complete)

AIC-UP- BSBMGT502–V2.0 Page 3 of 9
Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
Assessment Task 2 - Performance management test
Instruction for the student
You are required to answer a series of questions regarding performance management systems,
procedures and legislation.
You are to read the questions and respond in writing with the most suitable answer within the time
allowed (90 minutes including 15 minutes reading time).
Complete the questions below. If you need help understanding any questions, ask your assessor to
explain.
To be deemed competent you will need to successfully demonstrate the following:
 You must complete and successfully answer all questions.
Question 1: KPIs
You are a manager of a new call centre team. Design three Key Performance Indicators (KPIs) that
the team must meet or exceed on a monthly basis.
The call centre has 30 full time and 30 part time call centre consultants. The consultants are there to
take calls from motorists whose vehicles have broken down. Consultants are the first voice that
motorists hear before their request is passed on to roadside patrol can travel out to solve the problem
of a broken down car.
Consultants must answer any phone call within 4 seconds of the phone ringing. Consultants must
correctly identify the caller (Name, address, date of birth and password) before they can respond to
any requests. Length of calls must be no longer than 3 minutes. Consultants must clarify any
information given before proceeding to sent customer request to Roadside Operators.
1) Peak Hour Traffic: Peak Hour Traffic is the KPI that helps in identifying the busiest traffic hour for
the call centre team. In this case, it might be better to have more consultants during this time. The
KPI is 100 calls.
2) Call Centre Status Metrics: This would be related to all of the metrics, such as total calls, agents
logged in etc. The following is the KPI.
3) Average Handle Time: This would be related to the average time that a call can last per agent.
The KPI is 2 minutes.

AIC-UP- BSBMGT502–V2.0 Page 4 of 9
Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
Question 2: You have designed three Key Performance Indicators (KPIs) that the new team must
meet or exceed on a monthly basis. Why is it important to inform your team of these KPIs prior to
commencement of work?
In order to ensure that the team is able to meet the KPIs, they have to be informed of the KPIs and
the importance of ensuring that the team to meet the KPIs as well. If the team is unable to
understand
the KPIs and their importance, then it would not be possible for the team to meet them as well [1].
Question 3: What are the three stages of Performance Management?
Stage 1: Planning. This would ensure that employees are able to meet the S.M.A.R.T. objectives
that are laid out by the company. It also ensures that the employees know what they are supposed
to accomplish.
Stage 2: Check-In. This would mean checking continuously if the employees are able to meet the
objectives, and providing coaching to those who are not capable to meeting the objectives [8].
Stage 3: Review. This would summarize the employee’s work over the period.
Question 4: What is the main goal of a Performance Management System?
The main goal of the performance management system would be to ensure that all the systems in
the organization work in such a manner that the organizational goals are achieved. This would
include
teams, employees, various departments and processes of the organization. Thus, the main
purpose
would be to ensure that the employees are working according to their maximum potential in order
to
meet the goals those the organization has set for them [6].
Question 5: List the four groups who are involved in Performance Management?
1) Various teams in the organization: This would include teams within the departments, and those
that have been assigned to a specific job.
2) Departments: The departments within the organization will be managing the performance
management system [3].

AIC-UP- BSBMGT502–V2.0 Page 5 of 9
Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
3) Processes: This would be a separate group, as the employee involvement is very less in this
process.
4) Employees: The employees would be the final group, since they would be the main group that is
in charge of the management.
Question 6: List at least two pieces of NSW legislation with brief explanation that are related to
performance management?
The Government Sector Employment Act 2013 No 40, is the act that looks at the public sector and
government enterprises, and describes the function of the commissioner as well [5]. This looks at
the
performance of the commissioner and how it can be managed.
Fair Work Act 2009 is another act that helps in looking at performance management in the sense
that
it looks at all the work that is allowed for the employees, and what constitutes as too much work.
Question 7: What is the difference between an Award and Australian Workplace Agreement?
The Australian Workplace agreement is a signed document that has to be reviewed by both the.
employee and the employer, and is legally binding, and according to the reviews and guidelines set
by the government [7]. Contract awarding is the process by which contracts are evaluated
thoroughly
to make sure it covers all important aspects. Contract awarding is able to cover to most major
aspects
of the governmental rules and regulations, but need not cover all. The Australian workplace
agreement covers all aspects of the contract awarding process, but not vice versa.
Question 8: Define GROW and provide two possible questions for each stage of the process?
G: Goal. What is the client’s goal from the process? Is it possible to achieve the goal?
R: Reality: What are the challenges that are faced by the client? How far away are they from the
goal that they want to achieve?
O: Obstacles: What are some of the obstacles that the client faces in the pursuit of their goal? How
are they going to be overcome?
W: Way Forward: What are some of the steps for going forward that the client can think of? Are
they able to convert the ideas into legitimate steps [8]?

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Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
Question 9: Case Study 1
You are managing ‘Mike’ who was recently promoted to the role of team supervisor. Absenteeism
has been a serious issue for Mike’s new team and you encouraged him to conduct weekly meetings
to keep on top of this difficult situation.
In your third monthly review of Mike’s team performance you are pleased to see that staff
absenteeism has dropped by approximately 14%.
Your manager calls you into his office and indicates that you have done a great job with the team.
You need to call Mike in and give him some positive feedback on his performance.
What steps would you take to provide positive feedback to Mike?
Step 1: Establish the purpose of the conversation: In the beginning, I would make sure that Mike is
able to understand the purpose of the talk.
Step 2: Describe the behaviour and feedback: This might take time, but I would describe the
feedback that was provided [4].
Step 3: Ask them the reasons: I would also Mike the reason for the success that he had.
Step 4: Listen: I would make sure that I listen to what Mike has to say.
Step 5: Thank Him
Question 10: Case study 2
Louise and David are working together on an important project on time management. Louise missed
a project deadline and the whole project now is behind schedule by a week. This is the third time in a
month that Louise has missed a deadline.
Louise is a new graduate and has been working on the project for the past two years as part of her
post graduate study. Louise has had problems with time keeping in the past and has received one
written warning already.
As her manager, you have been monitoring Louise’s performance over the past month and having
lots of informal chats with her about the project and her progress. She has made several
improvements regarding her time keeping skills and communicating with project managers regarding
her progress in line with your coaching.
However by pushing the project out further, product testing has been delayed by a further month
because the project Louise is working on is vital to product testing
The company made the commitment to its client that product testing would be started two weeks ago.
Your client has just contacted you regarding the status of product testing. You had to inform the client

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Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
that the testing had not started but had identified the critical factor.
You email Louise to set up a meeting for later this afternoon to talk about the project she is working
on. Louise arrives to the meeting on time.
What steps would you use to give constructive feedback?
Step 1: Establish the purpose of the conversation: I would ensure that Louise knew that the main
purpose of the conversation was to provide her with constructive feedback.
Step 2: Provide the feedback and describe it in detail: This might be time-consuming but it would be
necessary so she understands her mistake [2].
Step 3: Ask her for the reasons for the delay: This is essential as it would not sound like a scolding.
Step 4: Listen and try to solve any issues: It would be essential to solve any issues that arise.
Step 4: Thank her and encourage her.
Question 11: What are the legal consequences for managers and organisations for not keeping
records of any activity surrounding performance management?
The Fair Work Act of 2009, would ensure severe legal consequences for non-compliance from
managers. Failure of Compliance would result in a fine from the organization, or the company
losing
its license to conduct business [7]. For the manager, it would result in a fine and also, he would
have
to serve time in jail, if the court’s decision goes against them. Thus, it would be best for the
manager
and organization to keep the records of performance management accurately.
Question 12: 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?
a) I would first ask the employee regarding the issues those are affecting their job performance. If
the issue is something that is external, then I would try to remedy it. Otherwise, I would try to find
the
internal source and send them for coaching.
b) I would look at the skills they need, and then send them for coaching for those skills [4].

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Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
Question 13: Nick and Tony have been fighting at work. List all the steps you would follow to
discipline both employees.
Step 1: Verbal Warnings.
Step 2: Written Warnings.
Step 3: Cuts in payment.
Step 4: Suspension from work [2].
Step 5: Removal of employees from work.
References
[1] E. Mone and M. London, Employee engagement through effective performance
management, 1st ed. New York: Routledge, 2018.
[2] T. Ahmed, C. Bezemer, T. Chen, A. Hassan and W. Shang, "Studying the effectiveness
of application performance management (APM) tools for detecting performance

AIC-UP- BSBMGT502–V2.0 Page 9 of 9
Australian Ideal College
RTO No.: 91679 CRICOS Provider Code: 03053G ABN: 15 126 592 756
Sydney Campus: Level 7 & 8, 75 King St, Sydney NSW 2000 Australia
Tel: [phone] Fax: [phone]
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Tel: [phone] Fax: [phone]
Email: [e-mail] Website: www.aic.edu.auEducating for Excellence
regressions for web applications", Proceedings of the 13th International Workshop on
Mining Software Repositories - MSR '16, pp. 24-73, 2016. Available:
10.1145/2901739.2901774 [Accessed 26 February 2019].
[3] E. Gerrish, "The Impact of Performance Management on Performance in Public
Organizations: A Meta-Analysis", Public Administration Review, vol. 76, no. 1, pp. 48-
66, 2015. Available: 10.1111/puar.12433 [Accessed 26 February 2019].
[4] M. Arnaboldi, I. Lapsley and I. Steccolini, "Performance Management in the Public
Sector: The Ultimate Challenge", Financial Accountability & Management, vol. 31,
no. 1, pp. 1-22, 2015. Available: 10.1111/faam.12049 [Accessed 26 February 2019].
[5] A. DeNisi and K. Murphy, "Performance appraisal and performance management: 100
years of progress?", Journal of Applied Psychology, 2019. .
[6] B. Kuvaas, R. Buch and A. Dysvik, "Performance Management: Perceiving Goals as
Invariable and Implications for Perceived Job Autonomy and Work
Performance", Human Resource Management, vol. 55, no. 3, pp. 401-412, 2014.
Available: 10.1002/hrm.21680 [Accessed 26 February 2019].
[7] M. Budworth, G. Latham and L. Manroop, "Looking Forward to Performance
Improvement: A Field Test of the Feedforward Interview for Performance
Management", Human Resource Management, vol. 54, no. 1, pp. 45-54, 2014.
Available: 10.1002/hrm.21618 [Accessed 26 February 2019].
[8] A. Kroll and D. Moynihan, "Does Training Matter? Evidence from Performance
Management Reforms", Public Administration Review, vol. 75, no. 3, pp. 411-420,
2015. Available: 10.1111/puar.12331 [Accessed 26 February 2019].