Lonsdale Institute - BSBMGT502: CoffeeVille Performance Project

This project comprehensively analyzes the management of people performance within the context of CoffeeVille, an Australian cafe chain. The assignment begins with a business overview, outlining CoffeeVille's operational goals and objectives, followed by an exploration of relevant workplace laws, including equal employment opportunity and workplace health and safety. The core of the project focuses on designing and implementing a performance management system, encompassing goal setting, career planning, employee coaching, motivation strategies, and annual performance appraisals. A detailed job description for a Chef is provided, along with a performance agreement for an Executive Chef, outlining performance goals and key performance indicators (KPIs). The project also includes a performance review scenario and a self-reflective analysis of the student's coaching skills, identifying strengths, weaknesses, and strategies for improvement. The project integrates various management concepts, such as SMART objectives, risk analysis, and employee motivation techniques, to create a holistic approach to people management.

Running head: MANAGING PEOPLE PERFORMANCE
Managing People Performance
-CoffeeVille
Name of the Student
Name of the University
Author Note

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Assessment 1:
Section A:
Task 1
CoffeeVille business overview:
CoffeeVille is a small café outlet based in Australia that specializes in coffee related
specialties. The company owns 10 outlets across Australia and has developed a reputation
among Coffee Lovers and enthusiasts and has. The company is on its way to become a
prominent player in the market and has a promising future in the industry.
Operational Goals for 12 Months:
Over the next 12 months, the company has the following operational goals:
1. Diversify existing range of products
2. Increase sales percentage from new products
3. Increase focus on research and development
4. Attract new customers through innovative offers
5. Improve customer service
6. Invest in customer management
7. Using customer database
8. Optimize operational costs
9. Invest in Total Quality Management
10. Reducing energy per unit production
11. Improve employee retention
12. Increase recycling and reuse

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Task
2:
Workplace Law Definition/Explanation
Equal employment opportunity:
Equal Employment Opportunity (Commonwealth
Authorities) Act 1987
Link:
https://www.legislation.gov.au/Details/C2016C00775
This act is designed to ensure that
authorities take necessary steps or
actions to ensure that any form of
discrimination is not practiced in
the workplace and equal
opportunities for every individual
is promoted through the
organizational policies, regardless
of their gender, ethnicity, race,
religion or socioeconomic status.
Work Place Health and Safety (WHS)
Work Health and Safety Act 2011
Link:
https://www.legislation.gov.au/Details/C2016C00887
The objective of this law is to
provide a balanced and nationally
consistent framework that can be
used to secure the health and safety
of workers and workplaces. The
law implies taking necessary
actions that can help to protect
workers and other people from any
accidental harm or injury and
ensure that the workplace is safe
from hazards.

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Work place Law Risk if failed to follow the law
Equal employment opportunity
( Equal Employment
Opportunity (Commonwealth
Authorities) Act 1987)
Failure to comply to this law can result in unequal
employment opportunities for the employees which can
affect their job satisfaction and hamper overall employee
performance. Failure to abide by the legal obligations can
also increase risks of legal action from the government or
the employees.
Work Place Health and Safety
(WHS)
( Work Health and Safety Act
2011)
Failure to comply to WHS policies and ;laws can result in
an ineffective assessment of workplace hazards and can
increase risks of workplace accidents what can adversely
impact the health and wellbeing of the employees as well
as the customers. Workplace accidents can also reduce
organizational productivity and brand image and attract
penalties from the governing bodies and additional costs
due to medical and insurance expenses.
Anti – Discrimination
(Age Discrimination Act 2004;
Disability Discrimination Act
1992; Racial Discrimination
Act 1975; Sex Discrimination
Act 1984)
Failure to comply to anti-discrimination laws can lead to
the development of a discriminatory workplace which can
adversely affect the job satisfaction and employee
retention. Incidents of discriminatory practice in the
workplace can also attract legal actions.

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Task 3

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Task 4
Performance Management
System
HOW you would implement the aspect of a
performance management system
a) Setting
Performance Goals
Performance Goals can be set using the following
approaches:
1. Using Performance management Software:
These software applications can help to set
performance goals for each employee and
evaluate their performance against these
goals.
2. Frequent feedbacks on performance: Through
feedbacks, the employees can be reoriented
to the performance goals
3. Setting regular meetings to discuss outcomes
and results from operational performance:
The regular meetings can be used to update
the employees on performance goals and
updates.

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b) Planning Career
Goals
Career goals can be implemented using the following
approaches:
1. Segregating the career goals as short term,
medium term and long term to facilitate better
following
2. Using SMART objectives to develop a realistic
design for career goals
3. Developing career goals based on industrial
and market analysis
c) Coaching
employees for
poor performance
Coaching programs for employees can be delivered
through the following approaches:
1. Developing on-job training programs
2. Using classroom based training
3. Using a mentor to guide a new employee
(mentee)
4. Providing regular feedbacks on performance
5. Engaging the employees to set up their own
skills development program
d) Motivating
employees
Employee motivation strategies can be implemented
through the following approaches:
1. Providing rewards and recognition for good
performance
2. Providing financial benefits in the form of

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incentives
3. Providing opportunities for professional
development and promotions
4. Helping the employees to achieve their
personal development goals
5. Ensure transparency in employer-employee
relation
e) Annual
performance
appraisals
Annual performance appraisals can be implemented
through the following approaches:
1. Face to face meetings
2. Structured performance review
3. Employee Self-Assessment
4. Assessment of the employee by the
management
5. Comparison of employee performance with
the performance goals and key responsibility
areas (KRA)
6. Evaluate employee productivity
(Buckingham and Goodall 2015; Van Dooren et al. 2015;
Kearney 2018; Adler 2018; Wright 2018)
Task 5
Job Title: Chef
Reports to: Managing Director

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Department: Food and Beverage
Job Role Summary:
 Inspecting the freshness of food and ingredients every day
 Developing recipes and deciding upon the food presentation
 Hiring, training and supervising the cooks
 Maintaining inventory
 Ensuring compliance to hygiene and sanitary practices
 Planning menus
 Inspecting supplies, work area and equipment for functionality and cleanliness
 Managing the kitchen staff
Essential Duties:
 Ensuring the maintenance of the quality of food
 Coordinating the kitchen staff towards more efficiency and productivity
 Working towards better profitability for the company
 Deciding upon the quality standards and pricing of different items on the menu
Qualifications and Experience Required:
 Training in culinary arts is mandatory
 Degree in Hospitality and Hotel Management is also needed
 At least 5 years of experience in a similar field
Preferred Skills:
 Communication skills
 Negotiation skills

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 Leadership skills
 Organizational skills
 Creative skills

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Section B:
Task 6
Employee name: Charles Hemsworth
Employee position and level: Executive Chef
Date of agreement: February 23rd, 2019
Period of agreement: March 1st, 2019 to February 28th, 2020
Planned review date: Interim July 31st, 2019
Final November 30th, 2019
Performance goals
To be completed with the employee during the initial role-play performance
discussion meeting.
Task / Responsibility Required outcomes - GOAL / KPI
(Key performance indicator)
Inspecting freshness of food
and ingredients
 Checking every food items and ingredients
that comes into the kitchen
 Ensuring all the food and ingredients are fresh
and edible
 Performing food inspections daily, at-least 3
times a day
 Ensure the vegetables are cleaned thoroughly
 Ensuring that all perishable food are safely
stored
 Checking the quality of food and ingredients
after they are retrieved from storage

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
Developing Recipes and
deciding on the food
presentation
 Determining the cost of each dish
 Calculating the nutrient value of each dish
 Creating recipes for each dish
 Creating special dishes according to
customers choice
 Developing ideas for food presentation
 Evaluating different styles of food presentation
 Creating at least 20 unique dishes
 Creating at least 20 unique styles of food
presentation
Hiring Training and
Supervising Cooks
 Taking interviews with applicants and
informing them of the job roles
 Coordinating and conducting training sessions
with new hires
 Supervising new hires
 Providing feedbacks regularly (once a week)
 Developing mentor-mentee pairs
 Supervising training programs
Maintaining inventory  Updating inventory regularly online
 Ordering for inventory stocking
 Performing spot checking
 Calculating save on storage costs
 Estimating shelf life
 Preventing dead stock
 Use first in first out strategy
 Develop contingency plans
Ensuring compliance to
hygiene and sanitary practices
 Ensure compliance to food safety standards
 Ensure compliance to hygienic practices
 Daily inspection of hygiene of the staff
 Ensuring all utensils and equipment are
hygienic
Planning menus  Developing the layout of the menu
 Providing information about ingredients and
cooking style on the menu
 Evaluating and deciding upon a presentation
method

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Inspecting supplies, work area
and equipment for
functionality and cleanliness
 Daily inspection of the supplies
 Inspecting the work area for cleanliness and
functionality
 Ensuring the movement spaces are free of
clutter
 Ensuring the counters are clean and sterile
 Ensuring all the equipment are working
 Arranging for repairs for equipment
Managing the kitchen staff
 Evaluate performance of the staff
 Providing feedbacks on performance
 Assign job roles to the staff
 Take daily reports
 Develop performance metrics
 Develop staff performance reports
Section C:
Task 7
Name/Position: Manager: Review
Period:
Performance issues: How skills are to be developed: By When?
Difficulty completing the
order on time
 Developing time management skills
 Optimizing the workflow
 Improving mindfulness at work
4 weeks
Inconsistent
performance
 Regular practice
 Repetitive tasks
 Setting daily performance goals
 Daily performance evaluation
2 weeks
High rate of errors and
compliance issues
 Following the process more 1 week

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mindfully
 Retraining on important practices
and polices
Manager’s comments: Need to follow the objectives. 2
month time provided to show improvement in
performance, after which reallocation of work might
occur.
Signature
Date
Staff member’s comments: 1 week to 4 weeks the
objectives shall be met and performance improvement
shall be evident.
Signature
Date
Section D:

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Task 8
a) What was your initial reaction to the performance management and coaching
exercises?
When I got to learn about the performance management and coaching exercises, I was
very interested in the concepts and wanted to understand the strategies that can be used to
support and enhance the performance of the workers as well as help them to develop their
skills and competencies. I was able to learn how effective performance management can not
only help to manage the human resources more effectively, but also help to retain employees
and promote job satisfaction among them therefore also facilitating better productivity. I
believe that such a knowledge can help me significantly to progress in my career.
b) What was your overall assessment of your performance as a coach? Give reasons
for this assessment.
As a coach, I believe that I was able to conduct by duties and responsibilities quite
efficiently and effectively. I was able to develop a positive relationship with the employees
and guide them towards the best approaches to develop their skills and competencies. I also
was able to train the new employees effectively to understand and engage with their work
more effectively and also worked towards improving the morale of the employees. At several
occasions, I also helped to overcome conflicts within the team and help to develop team
bonding and team work. Due to this, I believe that my performance as a coach was really
good.
c) What do you think were some of your strengths during the exercise?
Some of the strengths, which I believe helped me conduct the exercises more
successfully and effectively were my leadership skills, strong subject knowledge, ability to
motivate and influence others, strong communication skills, conflict management and

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negotiation skills and ability to attract people’s trust. I believe that these strengths helped me
to effectively work with a team, guide them towards their goal, support them to achieve their
targets both individually and as a team, help them overcome personal barriers towards
performance, develop strong and supportive team and facilitate the development of a strong
team bond. I believe these strengths significantly contributed towards my success as a coach.
d) What do you think were areas where there was room for improvement?
Certain areas where I believe there is still some scope for further development of
skills and competencies includes critical thinking skills and time management skills which
can allow me to multitask as well as develop critical perspectives on various problems. I also
believe that I need to further develop my technical skills for using various data analysis and
employee management applications and software that can help me to evaluate the employee
and team performance in an easier manner. Additionally, I also think that it is necessary to
continually evaluate the current skills and competencies and use continuous improvement and
lifelong learning approaches to make continuous improvement of skills and competencies and
thereby achieve professional success.
e) What kind of strategies can you think of to help improve your coaching skills?
Coaching skills can be developed and improved using various approaches. I believe that
using the following steps, I can significantly improve my own coaching skills:
1. Using self-reflective approach to evaluate strengths and weakness of oneself
2. Clearly communicating and outlining the coaching goals and objectives
3. Using evidence based practice for coaching approaches
4. Listening to the feedback from the trainees
5. Regularly checking the progress of the coaching session against the pre-determined
milestones

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6. Developing problem solving skills to overcome coaching problems
7. Maintaining detailed records for coaching sessions and feedback sessions
8. Engaging personal interactions with each member
f) What are some valuable skills that you have learned today to help you in your role
as a manager/coach?
Some very important skills that I was able to learn today, which can help me in my role as
a manager and coach includes:
1. Time management skills: I was able to learn how to effectively manage my time and
utilize the unproductive time to do productive work and thereby optimizing my
performance a well as productivity and allowing me to help more team members
every day.
2. Leadership skills: Learning about the best strategies to lead the team helped me
become a better and more effective coach to whom the members listen to. I also was
able to look towards the best interests of the team members as their leader and was
able to gain heir trust and respect.
3. Decision making skills: Leaning about decision making skills enabled me to make
difficult decisions based on the scenario and therefore work as an effective leader and
coach.
4. Communication skills: This was another skill I developed further, and it helped me to
effectively communicate with the team members and thus improve understanding and
coordination in the team.

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Assessment 2
Section B (6 short questions):
1. What is Performance?
Performance can be defined as an action or a process used while engaging with a task
or a function. It can also be understood as completion of a task using skills, competencies and
knowledge to achieve an outcome. In the context of management performance refers to a
successful completion and achievement of positive outcomes from the activities ascribed in
the job role (Cunha et al. 2018).
2. Define Key Performance Indicators (KPIs).
Key Performance Indicators or KPI are quantifiable values that can be used to
evaluate and assess performance of an employee, a team or an organization. It can be
understood as a measure of performance by comparing against the goals and objectives. KPI
includes different types of measures using which the performance can be evaluated in context
to inputs, outputs, activity, mechanism, control and time (Posthuma et al. 2018).
3. What are the three stages of Performance Management?
The three stages of performance management are:
Planning: In this stage the performance goals, standards and development needs are
identified and outlined
Review Progress: Following whether the plan is being followed effectively and identifying
challenges and obstacles.
Evaluation: Analyzing the progress and identifying scope for further improvement.
(Buckingham and Goodall 2015)

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4. What is the main goal of a Performance Management System?
The main goal of performance management system is to measure the performance of
the employees and align the goals, objectives, missions with the resources available in terms
of materials and manpower and set organizational priorities (Kearney 2018).
5. List three pieces of legislation that are related to performance management.
Three legislations that are related to performance management are:
a. Fair Word Ombudsman
b. Fair Work Act 2009
c. Fair Work Regulations 2009
d. Fair Work Commissions Rules 2013
(legislation.gov.au, 2019)
6. Define the acronym GROW in the context of coaching to improve performance.
In coaching and performance management theory, GROW is an acronym for Goal,
Reality, Options and Way Forward. This refers to the role of the coach to help individuals set
their goals, assess their current situation (or reality), provide them strategies to improve
(options) and guide them towards achieving the goals (the way forward), thereby helping
individuals under their guidance to ‘grow’ (Adler 2018).

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Section C (4 Case study questions):
8. How would you provide assistance to an employee who:
a) Has problems doing their job?
I would try to understand which part of the job they are having problems with, try to
explain that part to the employee or provide retraining on those aspects to develop their
understanding. I would also re-evaluate the employee after the training to check if he/she is
still facing the same problem (Kearney 2018).
b) Needs to develop skills to be considered for a promotion?
Provide support to the employee in terms of training, training materials and academic
resources to develop those skills. I would also facilitate development of key skills be
increasing exposure to to various job roles where those skills are needed and thus helping the
development of those skills through practical application (Cunhaet al. 2018).
9. Nick and Tony have been arguing and being disruptive at work. List the steps you
would follow to manage the performance of both employees.
In order to manage the behavior of Nick and Tony, both would have a meeting with
the managers and human resources team which would aim to resolve the conflict between the
two. Both would also be sent for a refresher session on organizational and behavioral
policies. Both Tony and Nick would also be given warning on their disruptive behavior.
10. What are the legal consequences for managers and organizations for not keeping
records of the performance management process?
The legal consequences for organizations failing to maintain records of performance
management process includes:

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a. Breach of federal record keeping regulations- failure to maintain the necessary
records for performance management would violate the governmental regulations
regarding recordkeeping and organizational transparency. Failure to do so would
attract strict scrutiny by the governing bodies.
b. Non Compliance- Failure to maintain the records would also lead to non-compliance
with the organizational policies.
c. Civil penalties such as fines can be imposed for failure to comply to the legal
obligations of proper recordkeeping
(legislation.gov.au, 2019)

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References:
Adler, R.W., 2018. Strategic performance management: Accounting for organizational
control. Routledge.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard
Business Review, 93(4), pp.40-50.
Cunha, M.P.E., Vieira, D.V., Rego, A. and Clegg, S., 2018. Why does performance
management not perform?. International Journal of Productivity and Performance
Management, 67(4), pp.673-692.
Kearney, R., 2018. Public sector performance: management, motivation, and measurement.
Routledge.
legislation.gov.au. (2019). Federal Register of Legislation. Retrieved from
https://www.legislation.gov.au
Posthuma, R.A., Charles Campion, M. and Campion, M.A., 2018. A taxonomic foundation
for evidence-based research on employee performance management. European Journal of
Work and Organizational Psychology, 27(2), pp.168-187.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the
public sector. Routledge.
Wright, P., 2018. Fundamentals of human resource management. Management, 5, p.27.

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