Management

This document provides study material and solved assignments on Management. It covers topics such as regulatory and legislative requirements for performance evaluation in Australian workplaces, performance management processes, rater bias, allocation of work for trainers, and development of performance standards.

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author Note

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Assessment Event 1:
1. The regulatory and legislative requirements for the evaluation or for the management
of the performances in Australian workplaces is seen to be dependent on the Fair
Work Legislation. A series of legislations including the Fair Work Act 2009, Fair
Work Regulations 2009, Fair Work (Registered Organisations) Act 2009, Fair Work
(Transitional Provisions and Consequential Amendments) Act 2009 and Fair Work
(State Referral and Consequential and Other Amendments) Act 2009 play a
significant role in making sure that the evaluation of the performances in the
Australian workplaces are ethical (Legislation.gov.au, 2019).
2. The Australian companies are responsible for rewarding the employees on the basis of
the quality and quantity and along with that, the certification of the excellence of the
employees is major responsibility for the performance managers of the organizations.
3. The performance management system that is mostly used in the organizations is the
survey ratings. The method includes a form that is divided into various parameters
and on the basis of the performance of the employees, the managers rate the
employees in the mentioned parameters.
4. There are a series of reasons or factors for the termination of the employees that fall
under the unlawful termination and the most important set of information are shared
below:
Temporary absence from the operations due to the illness or the injury of the
employees (Gonzalez, 2015).
Membership in the trade unions and the participation in the various activities
of the trade unions after the shift hours (Fwc.gov.au, 2019).
Non- membership of a trade union.

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Race, colour, culture and sex of the employees.
The section 772 of Fair Work Regulations 2009 provides the script for the necessary
actions that are to be undertaken from the part of the employees affected by unlawful
termination (Ilo.org, 2019).
5. The staff development managers of the organizations are required to evaluate the
performances of the employees for the identification of the developmental needs of
the employees (Noe et al., 2017). With a precise focus on the findings, the
development managers are expected to formulate relevant training and developmental
activities for the employees of the organizations.
Assessment Event 2:
Task 2:
1. The design of the performance management processes will be based on the rating
capabilities of the trainer. The process will allow the trainers to evaluate the
performances of a set of employees with the help of a prescribed format.
2. The feedback for the trainer will be to make sure that the performances evaluation of
the trainer is not affected by the rater bias as that has the possibility to produce a
faulty evaluation from the part of the trainer regarding the performances of the set of
the employees. The various forms of the rater bias that needs to be taken care of, are
the halo effect, horns effect, central tendency bias, leniency bias and strictness bias
(Performance-appraisals.org, 2019).
3. It is important for the managers of the modern organizations to eradicate the impact of
the mentioned bias as that enables them to evaluate the performances of the
employees in a more efficient manner (Iqbal, Akbar & Budhwar, 2015). The coaching
session for the trainer will include the practice of a form that is divided into various

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aspects of the operations of the mentioned trainer will be subjected to rate the
performances of the employees as per the parameters or the aspects in an appropriate
manner.
Task 1:
1.1
To: Mail ID of the stakeholders.
From: Mail ID of the student.
Subject: Regarding the allocation of the work for the trainers.
Dear Sir/ Madam
Please note that, the mail is regarding the distribution of the tasks for the trainers of
the organization. The trainers of the organization will be subjected to the evaluation of the
performances of the employees on the basis of the quantity and the quality respectively. With
a precise focus on the increasing level of the competition in the industry, it becomes
important for us to provide the much required quality in our business activities. Our
capability in providing the quality in our operations will be crucial in influencing the
customers towards the repetitive purchases of the products and that is necessary for
conducting a sustainable business. Hence it becomes important for us to evaluate the
performances of the employees on the basis of the quality and quantity along with
recognizing the good work of the employees.
Hence it is important for us to allocate the responsibility of performance evaluation on the
basis of the quality and the quantity for our trainers.
Thanks and Regards

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Name of the student.
1.2
Development of the work plans:
Trainers Strategy Tasks Timeframe
Trainer 1 Performance
Evaluation (Quantity)
To analyse the
whether the
employee is able to
fulfil his or her daily
targets.
To examine the
whether the
employee is able to
fulfil his or her
monthly targets.
The activities are
expected to be
completed within 12
weeks.
Trainer 2 Performance
Evaluation (Quality)
To evaluate whether
the employee is able
to meet the
deadlines of his or
her work.
To assess whether
the employee is able
to meet all the
The activities are
expected to be
completed within 8
weeks.

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requirements of the
tasks that he or she
is allocated.
To examine whether
the work of the
employee is bale to
satisfy the customers
or not.
1.3
Allocation of the Work:
Strategy Skills Required Current Skills
Trainer 1
Current Skills
Trainer 2
Allocate work
To analyse the
developmental
needs of the
employees.
To formulate
the relevant
training and
developmental
activities for the
employees of
the
Excellent
interpersonal
communication
skills and
capability to
influence the
employees in
the engagement
activities.
Excellent
capability in
Partially
capable of
fruitful
consultation
with the
employees of
the company
(Purcell, 2013).
Incapable of
designing
personalized
Incapable of
producing a
fruitful
consultation
with the
employees
regarding their
development.
Partial
capability of
formulating
Allocated work
for Trainer 1
will be the
identification of
the
developmental
needs for the
employees.
Allocated work
for Trainer 2
will be the

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organization. differentiating
the various
developmental
needs of the
employees and
in designing the
relevant training
activities in
accordance to
those needs.
training
programs for
the employees
of the company.
personalized
training
activities for
resolving the
different
developmental
needs of the
employees.
design of the
personalized
training
programs for
the different
employees.
1.4
Development of the Draft Performance Standards:
Tasks Performance
Standards
Work
Output
Code of
Conduct
Task
performance
indicators
Code of
Conduct
performance
indicators
To identify
the training
and
developmental
needs of the
employees.
Ability to
identify the
training
needs of the
employees in
an efficient
manner.

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To prepare
personalized
raining and
developmental
plans for each
of the
employees of
the
organization.
Capability of
creating
effective
personalized
training
activities for
the
employees.
To analyse the
performances
of the
employees on
the basis of
the quantity.
Ability to
analyse the
daily and the
monthly
production of
the
individual
employees.
To analyse the
performances
of the
employees on
the basis of
the quality.
Excellent
capability of
analysing the
performances
of the
employees
on the basis
of the

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deadlines and
appropriate
follow up of
the task
requirements.

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References:
Fwc.gov.au (2019). Unlawful termination. Retrieved from
https://www.fwc.gov.au/termination-employment/unlawful-termination
Gonzalez, J. S. (2015). At the Intersection of Religious Organization Missions and
Employment Laws: The Case of Minister Employment Suits. Cath. UL Rev., 65, 303.
Ilo.org (2019). Retrieved from http://www.ilo.org/dyn/travail/docs/158/Fair%20Work
%20Regulations%202009%20-%20current%20as%20at%20140211.pdf
Iqbal, M. Z., Akbar, S., & Budhwar, P. (2015). Effectiveness of performance appraisal: An
integrated framework. International Journal of Management Reviews, 17(4), 510-533.
Legislation.gov.au (2019). Fair Work Act 2009. Retrieved from
https://www.legislation.gov.au/Details/C2018C00512
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Performance-appraisals.org (2019). What Is Rater Bias?. Retrieved from http://performance-
appraisals.org/faq/raterbias.htm
Purcell, J. (2013). 13 Employee voice and engagement. Employee engagement in theory and
practice, 236.