BSB50420: Manage People Performance Assignment - Term 2 2022

This document is a completed assignment for the BSB50420 Diploma of Leadership and Management, focusing on the unit BSBLDR522, Manage People Performance. The assignment includes short answer questions covering topics such as performance evaluations, training and development, unfair dismissal, the Fair Work Act 2009, and grounds for employment termination. It also addresses sources of information for determining training and development needs. The assignment further presents a case study on Bounce Fitness, analyzing its operations and management practices. The assessment includes both knowledge-based questions and a practical component, requiring demonstration of skills in a workplace or simulated environment. The student has provided detailed answers and solutions to the questions and case study to meet the assignment requirements.

BSB50420 Diploma of Leadership and Management
Term 2 2022 assignment
Student Details/ Declaration
Unit of competency BSBLDR522 Manage people performance
I declare that (please tick):
☐ I fully understand the context and purpose of this assignment.
☐ I am fully aware of the competency standard/ criteria against which I will be assessed.
☐ I am aware of the resources I need and how the assignment will be conducted.
☐ I have had the appeals process and confidentiality explained to me.
☐ I understand that the assignment is an individual effort and that all written work is my own.
☐
I am aware that if I am caught with either collusion or plagiarism of another student’s work, I will be
penalized for academic which could result in the suspension or cancellation of my course enrolment/
student visa.
☐
I understand that I will not disclose any assignment question or answer, in whole or in part, in any
form or by any means before, during, or after I have submitted my assignment to Canvas on any
internet ‘share space/ chat room, or otherwise, which will constitute a breach of academic
misconduct and would result in the suspension or cancellation of my course enrolment/ student visa.
Student’s Name
Student ID ECS Submission date
Submission Note
(please read this prior to
submission)
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Assessor Use Only
Assignment Breakdown Result Assessor Declaration
Knowledge criteria S NYS  I declare that I have conducted a fair, valid, reliable, and flexible
assignment with this student.
 I have provided appropriate feedback (including verifying all answer pages
within this assignment either on the check box or at the answer fields as
well as leaving comments in Canvas).
Performance criteria S NYS
Unit of Competency
Outcome C NYC
Assessor’s Initials and Date

Knowledge criteria: short answer questions
1. Briefly explain how the identified service supports employee performance development (answers must
not exceed 50-word count limit).
 Performance
evaluations
With the help of performance evaluation, an employee can receive meaningful
feedback with respect to its performance within the company. This helps the
employees in enhancing their productivity and performance within the organization.
 Training and
development
Training and development provides the employees with enhanced knowledge in areas
in which the employee needs improvement. It helps the employees in enhancing their
skills and provide them with a basis for their for the development in the organizational
performance.
2. Answer the following questions about unfair dismissal and unlawful termination in accordance with
Fair Work Act 2009 in terms of criteria for considering harshness (refer to URL:
https://www.fwc.gov.au/what-makes-dismissal-unfair)
 In considering
whether a
dismissal was
harsh, unjust, or
unreasonable, the
Commission must
consider (list
answers)
1. Check whether the reason for dismissal is valid or not. Also, determine the impact
of the dismissal on other employees.
2. Determine whether the person knows about its dismissal.
3. Identify if the person was provided with an opportunity to present his justifications
4. If the dismissal was because of poor performance of the employee, determine if
the employee got an opportunity for improvement or not
5. Determine the extent to which the organization can influence the procedure of
dismissal.
6. Check the impact of HRM with respect to the procedures of dismissal within the
company.
7. Any kind of unreasonable refusal by the organization in order to allow the person.
8. Any other matters that the commissioner wants to consider.

3. An employer is considered to have followed due process for a dismissal if the employee was given
procedural fairness (answers should not exceed 50-word count limit)
 Define what
procedural
fairness means in
the context of
termination of
employment
In terms of termination of employment of an individual, the procedural fairness can
be defined as a providing the employee with a fair and just trail and allow him to
present his views and justification in front of the employer.
4. Identify the grounds on which employment cannot be terminated, as set out in s. 772(1) of the Fair
Work Act 2009 (refer to URL: http://www5.austlii.edu.au/au/legis/cth/num_act/fwa2009114/s772.html)
 Employment not
to be terminated
on certain
grounds (list
answers)
1. Temporary unavailability from work because of any kind of illness or injury.
2. Participating in trade union activities after working hours.
3. Not participating in the activities associated with the trade union
4. Getting in touch with office in the capacity of an employee.
5. If an employee has filed a complaint against the employer or participated in
legal proceeding with respect to violation of laws
6.
On the basis of race, color, sex, sexual preference, age, physical or mental
disability, marital status, family, or carer's responsibility, pregnancy, national
extraction, or social origin.
7. Absence from work because of maternal or paternal leave
8. Absence from work because of voluntary emergency management.

5. Briefly explain the following sources of information that can be used to determine training and
development needs
Sources of information Type of information each source provides (answers should not exceed 50-word
count limit)
 Type of information
each source provides
Strategies helps an organization in planning a training and development
program for individuals that are different within an enterprise. Planning a budget
helps them in determining the amount that will be incurred in order to provide
the workforce with required training and help them in enhancing their skills.
 Training plan for
individuals
A training plan provides will include includes skill gaps within the individuals
that includes communication skills, interpersonal skills and many more. There
are certain options and strategies which will help them in developing the
required skills within themselves. The training plan also includes a certain time
frame in which the required goals will be achieved.

Checklist/ performance criteria matrix for Short Answers Questions (for Assessor use only)
Instructions to Assessors
This checklist is to be used to record the student’s responses to the questions outlined in Q1. to Q5. When completing this checklist,
you must ensure that:
 Each checklist item is assessed against the criteria listed.
 An assignment result, either Yes or No, is recorded in one of the two columns on the right of the checklist.
 Feedback is provided to the student in the assignment cover sheet and/ or, at the Canvas commentary section.
Did the learner: Yes No
Answer all short questions covering: Relating to unit’s performance criteria:
 Briefly explained how the identified service supports
employee performance development, including:
2.4 Monitor and evaluate performance according
to performance standards and key performance
indicators
4.1 Develop performance improvement and
development plans according to organisational
policies
o Performance evaluations
o Training and development
 Answered the following questions about unfair
dismissal and unlawful termination in accordance
with Fair Work Act 2009 in terms of criteria for
considering harshness in terms of:
2.1 Review performance management and
processes according to legislation,
organisational objectives and policies
2.2 Train participants in the performance
management and review process
2.3 Conduct performance management
according to organisational policies procedures
and relevant timelines
2.4 Monitor and evaluate performance according
to performance standards and key performance
indicators
o In considering whether a dismissal was harsh,
unjust, or unreasonable, the Commission must
bear in mind:
 An employer is considered to have followed due
process for a dismissal if the employee was given
procedural fairness in terms of context of termination
of employment
 Identify the grounds on which employment cannot be
terminated, as set out in s. 772(1) of the Fair Work
Act 2009
 Briefly explain the following sources of information
that can be used to determine training and
development needs:
o Type of information each source provides
o Training plan for individuals
Short Answers section has met satisfactory
performance requirements ☐ Short Answers section has not met satisfactory
performance requirements (please refer to the
feedback on Canvas commentary section)
☐

Performance criteria: Case study/ project portfolio/ observation
The Practical Assessment is a set of tasks that must be completed in a workplace, or in an environment
with conditions like that of a real workplace.
To be assessed for this unit of competency, you must demonstrate your skills and knowledge to manage
the performance of staff that are direct reports.
The Practical Assessments in this assignment include:
o Workplace Project Assessment - A series of written practical tests assessing the learner’s
practical knowledge and skills underpinning of the unit of competency. This includes the learner
completing workplace documents or similar as evidence of competent performance.
o Workplace Practical Observation - A set of assessment tasks where the learner must
demonstrate practical skills relevant to the unit of competency. These skills are to be demonstrated
while being observed by the assessor.
Tasks and activities in this project assessment require you to have access to a workplace or a similar
environment.
Case study
Introduction
Bounce Fitness is made up of four fitness centres. Head office is currently established in Cairns,
Queensland. The other centres are in Brisbane, (Queensland), Sydney, (New South Wales) and
Melbourne, (Victoria). It is the intention of the Board of Directors that a new centre will be opened in
Perth, (Western Australia).
It was established in 2001 by Margaret House as a single aerobic studio. After two years membership
increases demanded the small, leased centre be expanded and a new facility was built on land purchased
by the organisation. In 2004 a second centre was established in leased premises in Brisbane and then
Sydney and Melbourne in the subsequent two years.
The Head Office remains in Cairns and a Board of Directors has been established to oversee the function
of the business in all the centres. Each centre has a manager, who reports to the CEO in Cairns, and a
team of permanently employed fitness instructors and other casual instructors, all of whom report to the
Centre Manager. The business is operated on best business practice and complies with all legislative
requirements, local by-laws and is registered with the national body.
Bounce Fitness intends to market its brand through excellence in service and expertise to establish itself
as a premier provider of fitness and wellness in Australia. Much time is invested in training the Centre
staff to upgrade their professional skills and in customer service to foster a loyal member base. Classes are
innovative and varied with regular changes to routines and activities

(cont.)
Bounce Fitness has developed choreographed fitness moves with accompanying music which is geared to
the varying interests, needs and goals of the member group. It is intended that all around Australia, gym
and fitness centre members will continue to be enhancing personal performance through classes
designed and produced by this business. Classes are coupled with state-of-the-art fitness equipment to
cater to those who prefer resistance training to aerobic workouts. Additional free weights allow for use by
even die-hard lifters.
All centres are carpeted in areas used for stationary activities, spacious, well-ventilated, and air-
conditioned to make the environment as safe and comfortable as possible. They are light and feature
wrap-around mirrored walls. The decor was designed by a Brisbane firm and is updated every three years.
There are showers, toilets, lockers.
Each centre features a retail section selling fitness shoes, clothes, and other related fitness items. There is
a small cafeteria which is leased to a provider who supplies healthy, low-calorie drinks and light food.
Each Centre has regularly scheduled aerobic classes ranging from high intensity to low intensity. The
scheduling is left to each Centre but must sustain a minimum average of twelve in each class for them to
continue to be held. The style of classes changes as new methods are developed to sustain interest and
provide variety.
Circuit classes are also scheduled for groups who move in a circuitous rotation around the different
resistance equipment sequentially as instructed by the instructor. They are required to complete interval
aerobic exercises during the completion of a class to enhance the value of the workout. Very low intensity
classes are also held in age care facilities to keep residents active and incorporate light weights to keep
them healthy. This exercise contributes to the physical and mental health of participants as well as
providing an interest in their day.
Special classes are held in high schools for senior students, sheltered workshops and other special
situations as requested and are operated at minimal or no cost as a community service. Funding is
primarily from memberships. Memberships are sold on one-, three-, six- and twelve-monthly basis on a
decreasing fee scale. Casual members are welcome, but the daily rate is a premium one.
Each Centre sells memberships to 120%. This means that at peak times it could be quite crowded, but
experience demonstrates that there is a maximum of 80% usage. The retail arm of the business accounts
for about 30% of the takings from each centre. The strategic plan for retail is set to increase investment in
sales this year to 35%. Each Centre will be given a budget to develop and implement a sales and
marketing plan to trial. The most successful may be implemented nationally and will attract an incentive
for the most successful Centre. The catering facilities are currently leased to private operators, and this is
reconsidered during each annual planning session by the Board, which produces 5% of the income, less
than the rent off-set.

Scenario
You are currently working as a General Manager – Human Resource Management for Bounce Fitness, a
dynamic fitness corporation centred on providing premier personal training services in Cairns, Brisbane,
Sydney, and Melbourne.
You have reviewed the results from the recently conducted quarterly customer satisfaction survey, the third
of four to be conducted for the year. The findings highlight some issues about the performance of two
fitness instructors:
 Monica Lange
Monica, a newly recruited team member, has received some great feedback from customers
regarding her skills and knowledge as a fitness instructor. Most customers have provided her
with a rating of ‘excellent’ as an instructor as they are well on the way to meeting or
exceeding their goals. This means Monica is on track to exceeding her key performance
indicator of an ‘excellent’ customer satisfactory rating of 60% by the end of the year (in three
months’ time).
A couple of customers, however, are feeling pressured at the end of sessions into booking
additional private sessions and joining classes, despite being on track to meet their goals.
One customer stated she felt Monica is making assumptions about what was best for her
instead of carefully listening to what she wanted. As a result, Monica is not meeting the
requirements of the Customer Service Standard Policy. By the end of the year, Monica must
demonstrate the ability to meet each of the requirements of Customer Service Standard
Policy.
You feel that Monica is an extremely skilled and enthusiastic fitness instructor but needs to understand Bounce’s
approach to being customer-centred, which involves making sure the customers are the one who makes the
decisions about their needs and plan, and in making any adjustments to goals.
 John Ward
John has always been popular with customers, working with them to develop and achieve
their goals. He works mainly one on one with customers, rarely taking classes.
The latest survey’s findings reveal that many of his customers rated John as a ‘good’
instructor, none considered him to be ‘excellent’ and a few rated him as ‘satisfactory’. One of
John’s key performance indicators is to achieve, by the end of the year, an ‘excellent’
customer rating of 90 per cent. The indicator was not unrealistic as John has received ratings
in the high 80s for the past two years. Previous survey results and the current results indicate
John will not be able to meet the standard.
Some responses indicate that John has not been very enthusiastic. One customer stated he
was ‘uninterested’, another that he was ‘bored’ and a new customer is considering asking for
a new instructor because they don’t feel motivated by John.

(cont.)
In line with the requirements of the Bounce Performance Management Policy and Procedure, you take
steps to manage underperformance. You initiate performance improvement coaching by checking in with
Monica and John and to provide feedback via email before meeting with them to plan for improvement.
This gives each team member with an opportunity to carefully consider the feedback to identify ways to
address concerns, and how you can support them in this.
Supplementary Case Study Materials (please use these documents to assist in your assignment)
1. BSBLDR522 - Case Study - Bounce Fitness - Continuous Improvement Policy V2022.1 1 of 5
2. BSBLDR522 - Case Study - Bounce Fitness - Personal Development Policy V2022.1 2 of 5
3. BSBLDR522 – Case Study – Bounce Fitness – Performance Management Policy and Procedures V2022.1 3 of 5
4. BSBLDR522 - Case Study - Bounce Fitness - Job Description Fitness Instructors V2022.1 4 of 5
5. BSBLDR522 - Case Study - Bounce Fitness - Customer Relationship Management Policies and Procedures
V2022.1 5 of 5

Case study/ workplace project/ workplace practical observation form
Candidate’s name
Assessor’s name Erwan Tjan
Work activity
For satisfactory performance, learner’s submission must include the following
tasks:
o Task 1: Plan facilitation of performance development process
 Activity 1 - Performance Development Facilitation Plan
 Activity 2 - Consult with Stakeholders on Performance Development
Facilitation Plan
 Activity 3 - Conduct risk analysis according to organizational risk
management plan and legal requirements
o Task 2: Conduct performance development through assessment of
performance, provision of feedback and follow-up
 Activity 1 - Develop one Work Plan for each team member
 Activity 2 - Assess performance and provide feedback
 Activity 3 - Manage follow up through performance
 Activity 4 - Monitoring performance and provide feedback
Observation done ☐ In person ☐ Via remote (insert screenshot below)
Date of observation
Please note:
 Include a Zoom
Meeting Screenshot
(of yourself only; strictly
no group nor selfie shots)
with your name in
the image.
 Resize landscape
image to fit into
space provided on
the right.
Insert your Zoom Meeting Image # 1 (own image in
landscape orientation)