BSBMGT502 Diploma: Managing People Performance at Australian Hardware

This report addresses people performance management within the context of Australian Hardware, focusing on coaching, feedback, and legal considerations. It includes a coaching plan template aimed at helping employees reach financial targets and improve customer rapport, as well as a performance development plan to address specific areas of weakness. Scenario-based questions explore continuous feedback, legal aspects of performance management (equal opportunity, anti-discrimination, privacy), and strategies for counselling, support, and dismissal. The report references relevant legislations like the Fair Work Ombudsman Award and emphasizes the importance of documentation and fair processes in performance management. The goal is to provide a practical guide for managers to effectively manage and improve employee performance while adhering to legal requirements. Desklib provides similar solved assignments and past papers.

Appendix 2: Coaching plan template
Coaching phase
Coaching phase Notes/questions/planning
Goal and performance expectations The employ should be able reach a financial
target of $10000
Reality of actual performance The employee should create a good rapport
with the customers and win their confidence
through showing seriousness and serving them
as fast as possible (Mone, 2014).
Opportunities to develop The employee should make an effort of
understanding the point of sale system through
correcting errors before transactions are
completed during sales.
Willingness to develop and commitment The employee should develop an enthusiastic
attitude so that she can gain skills and
knowledge required to improve sales.
Appendix 3: Performance development plan template
Name and position:

Manager Review period: six
months
Reference from
operational plan
Key result area Indicator of success/
performance
Status report/results
$8000target financial Average of $5000 The employee needs
to adjust to meet the
target set which is
$8000
8/10 score on
customer
Customer target focus 5/10 score on
customers
Customers confidence
is lost because of
unserious attitude and
inability to choose the
right product
At least 20 hours of
training recommended
Learning and
development
Only 7hours of
training attended
The employee does
not show interest in
completing training
sessions as
recommended (Sykes,
2014)

Take two minutes to
clear customers
Internal process
efficiency
Takes average of 5
minutes to correct
customer errors
Poor mastery of point
of sale system
Appendix 4: Scenario-based questions
Question 1: Monitoring and coaching Consider the following scenario.
How continuous feedback help in improving excellence
Continuous feedback and recognition are essential for reinforcing performance as they enable
discussion of goals in comparison to achieved levels of performance. They therefore help in
identification of areas of low performance, negotiate with the employee on performance
adjustment plan and draft a commitment for improving areas of failures. I would consider
documenting the targets and timing strategies so that the employee performance is gauged
against targets periodically to identify improvements.
Applying in Australian hardware
I would consider applying the procedures on personal levels (Ann 2015). This means that I will
use the procedures differently for each of the employees. This involves applying the specific
performance improvement procedures that are to benefit improving the specific pint of

weakness. The main reason for going for this option is to ensure that all issues for each of the
employees are addressed.
Question 2: The legal context of performance management Consider the following scenario.
Legislations use at Australian hardware
Equal employment opportunity legislation
Training employees to adjust on their areas of weakness
Antidiscrimination legislation
Providing equal work opportunities without considering factors of gender and race
Privacy legislations
Keeping the details of each employee confidential
Equal employment opportunity gives all the employees a chance to improve on their quality of
performance (Ryde, 2017).
Question 3: Seeking advice
Internal position to consult
I would approach a more experienced and highly performing sales employee to provide me with
information on how I can help the poorly performing one.
External source to consult

I would consider seeking advice of the training institutions if they have new ways of enhancing
high performances among employees.
Question 4: Counselling and support consider the following scenario.
Steps for counselling
First, I would inform the employee of the areas of performance issues. I would then ask her to
respond based on my stated areas (Sestito, 2016). I will then provide support services such as
training, considering the responses that the employee has given. I will give either a verbal or a
written warning, containing all the reasons for the warning alongside with the steps that will be
taken incase when doesn’t improve.
Relevant legislation
Most relevant legislation is Fair Work Ombudsman
Award for employees roles
At Australian Hardware, salary payment at the right rate is the award for the employees’ roles.
Support services
I would offer the employee training services as a support service to improve on her skills.
Question 5: Dismissal Consider the following scenario.
Termination process
Investigate on the failure allegations through following on her performance scores, ask the
employee to give response concerning the poor performance, send the employee a dismissal

letter containing all the reasons for her termination (Venkatraman 2016). A copy of files
indicating the failures of the employee are kept.
Relevant dismissal rules
When dismissing, I will have to ensure that all the documents to show that the employee
deserves dismissal are kept. Moreover, I will give time for change before dismissing the
employee.
References
Mone, E. M., & London, M. (2018). Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Venkatraman, S., & Fahd, K. (2016). Challenges and success factors of ERP systems in
Australian SMEs. Systems, 4(2), 20.
Sestito, P., & Viviano, E. (2016). Hiring incentives and/or firing cost reduction? Evaluating the
impact of the 2015 policies on the Italian labour market.
Ryde, G., & Brown, H. E. (2017). Physical activity and workplace wellbeing. The Routledge
Companion to Wellbeing at Work, 298.
Ann Sykes, T. (2015). Support structures and their impacts on employee outcomes: A
longitudinal field study of an enterprise system implementation. MIS quarterly, 39(2).

Sykes, T. A., Venkatesh, V., & Johnson, J. L. (2014). Enterprise system implementation and
employee job performance: Understanding the role of advice networks. Mis Quarterly,
38(1).