BSBMGT502 Manage People Performance: A Comprehensive Project

Desklib provides past papers and solved assignments for students. This project explores employee performance management.

BSBMGT502 - MANAGE PEOPLE PERFORMANCE
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Table of Contents
Task 1: Allocation of work and providing feedback.......................................................................3
2. Review of scenario...................................................................................................................3
3. Role play in front of assessor...................................................................................................6
4. Role play with a peer manager.................................................................................................7
5. Role play with seconded employees........................................................................................8
6. The risk associated with secondment.......................................................................................9
Task 2: Train and design performance management system.........................................................10
2. Review of scenario.................................................................................................................10
3. Role play in front of assessor.................................................................................................11
4. Amendment for performance management............................................................................12
5. Planning of short training session..........................................................................................12
6. 10 to 15 training session.........................................................................................................14
Task 3: Manage Performance........................................................................................................16
2. Review of scenario.................................................................................................................16
3. Role play in front of assessor.................................................................................................17
4. Review of employee performance scorecard.........................................................................17
5. Planning of informal coaching session..................................................................................18
6. Formal performance development documentation for the employees...................................18
7. Role-play................................................................................................................................19
Reference List................................................................................................................................21
Appendix 1: Job description..........................................................................................................23
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Task 1: Allocation of work and providing feedback
2. Review of scenario
KRA Activities/goals Measurement/KPIs Accountabilities/
dependencies
Financial ● Profit
maximisation
● Wealth
maximisation
● Value
maximisation
● Sales and
growth
maximisation
Objectives can be
measured by
calculating net
revenue generation
(Herremans and
Nazari, 2016)
Cost of goods sold,
margins between
revenue and cost
Internal process ● Improvement
of process
● Quality
optimisation
● Capacity
utilisation
These objectives can
be measured based
on the overall
performance of the
organisation (Plouffe
et al. 2016).
Quality of raw
materials and
services offered to
the customers.
Customer focus ● Better
customer
services to
satisfy
customers
(Gabriel et
al. 2016)
● Enhancing
market share
● Building
These objectives can
be measured based
on the feedback of
customers (Kanyurhi
and Bugandwa
Mungu Akonkwa,
2016).
Quality of services
offered to the
customers.
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brand
recognition
among the
customers
Development ● Enhance
skills and
competencies
of the
employees in
the
organisation
(Kraiger et
al. 2015)
● Improve the
flow of data
and
information
in the system
(Van Dooren
et al. 2015)
● Improve
organisationa
l capital
including
leadership,
organisationa
l culture and
knowledge
management.
These objectives can
be measured based
on employee
performance and
level of customer
satisfaction.
Considering skill
gaps of the
employees and train
them for enhancing
their skills.
Table 1: Employee work plan
4

Risk Risk
Likelihoo
d
Risk
impact
Controls Moni
torin
g
Timelines Responsib
le
Lack of
manageme
nt skill of
the new
employee
The
performan
ce of the
entire
organisatio
n may be
hampered
(Huang et
al. 2015).
● Enable
other
staff of
the
compan
y to
help the
new
employ
ee.
● Internal
employ
ee as
second
ment
(
Hogarth
et al.
2018)
Monit
or
perfor
manc
e of
the
new
emplo
yee
15 days Manageme
nt of the
organisatio
n
The
organisatio
n may not
be satisfied
by the
performan
ce of
seconde
Other
employees
of the
organisatio
n may not
maintain
coordinatio
n with the
● Ensure
the
seconde
is
maintai
ning
level of
perform
Monit
or if
the
secon
de is
perfor
ming
as per
1 Month Manager
of the
correspond
ing team or
the
manageme
nt of the
organisatio
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seconde ance
(
Navimi
pour
and
Soltani,
2016)
the
perfor
manc
e
stand
ard
(
Dong
et al.
201
5).
n
The
Secondee
cannot
work out
the plans
quickly
Effective
performan
ce cannot
be
maintained
in a proper
way
(Hurrell,
2016).
● Clarify
the
organisa
tional
objectiv
es to
him
● Support
from the
manage
ment
Deter
mine
if the
secon
dee is
clear
about
the
object
ives
of an
organ
isatio
n.
1 Month Manageme
nt of the
organisatio
n
Table 2: Risk management plan
3. Role play in front of assessor
a. Time and place for two role-plays
The place for role-play would be performed in the classroom and the timing will be at 11a.m. It
will last until 1 p.m and 3 people will be required for the performance. At first, the work plan of
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the employee will be developed and in the next stage, the role of the second employee is
discussed. The second will be specified for her job role in details. Moreover, her performance
measurement tools will also be provided.
b. Format requirements and timeframe for role play
Specific period will be developed for the entire work. The first role-play will take 10-15 mins
and the second one will take approximately 15 minutes. Employee work plan and risk of
secondment will be measured in these role-plays. The role plays will help to know the risks that
the organisation may face during secondment and the strategies to mitigate these risks.
4. Role play with a peer manager
You: “Good morning”
Peer manager: “Good morning”
You: “We require a good seconded employee for this job role who can feet the expectation of the
position he is offered.”
Peer manager: “Yes he must know the services we provide to the customer.”
You: “Please consider those employees who can describe the specification of the products and
services to the customers. Hence, he must have a thorough knowledge of the service we provide
to the customers.”
Peer manager: "Not only that, he must take a self-directed approach for learning and
development."
You: "Do you think that Kim can be fit for this job role?"
Peer manager: "Yes. I think so as she has the ability to handle all these tasks specified for this
job role. "
You: “Do you think she can focus on the customers perspective?”
Peer manager: “She has handled customers before and she knows what exactly our customers
want from our organisation. ”
You: “We are giving a new role to Kim. Don’t you think some of the employees may hinder her
role?”
Peer Manager: “I think we should ensure the employees about the new job role we care
providing to Kim. ”
You: “Collect feedback from all the employees about Kim so that we can know the attitude of
other employees towards her”
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Peer manager: “Yes that may help to analyse the behaviour of the employees and we can
determine process to enhance collaboration between Kim and employees from all the
departments. ”
You: "Make her aware of the sales and expected sales growth."
Peer manager: “She will be notified about her job role. The only skill she lacks is the
knowledge of Point-to-sale technology. She will be trained for this.”
You: “Then give her proper training. ”
Peer Manager: “Yes I am organising the training session for her.”
5. Role play with seconded employees
Seconded employee: “Hello! Good morning”
You: “Good morning. Hope you are doing well”
Seconded employee: “Yes I am well.”
You: “Have you gone through your job role and what we expect for the job role?”
Seconded employee: “Yes I have gone through it.”
You: "We measure performance based on the enhancement of sales and satisfaction level of
customers. So you have to specify that sales of the company are enhanced and the satisfaction
level of customers is enhanced."
Seconded employee: "I will try my best to ensure the best performance from my side. However,
what will be my work plan?"
You: "You have to focus on profit maximisation, building a good relationship with the
customers and provide services as expected by the customers."
Seconded employee: “Okay. What will be my performance objective?”
You: "You need to improve the quality of services and enhance our market share. Do you think
you can perform this role?"
Seconded employee: “Yes I think I can do this job effectively.”
You: “You need to maintain certain codes of conduct like you have to communicate with the
other departments and maintain collaboration between customers and employees of this
organisation. The code of conduct is important to manage the flow of work in the organisation.”
Seconded employee: “Yes I will surely maintain code of conduct.”
You: “Wish you all the best”
Seconded employee: “Thank you very much”
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6. The risk associated with secondment
The risks associated with secondment are as follows
● Lack of skills of the Seconded employee
● Seconded employee cannot work out plans
● Employees are not satisfied with the employee
The compliance risk may be lack of clarity about the objectives of the organisation. As
influenced by Gerrish (2016), an organisation needs to manage performance of its employees by
maintaining collaboration among them. Hence, risks of secondment can be mitigated by
enhancing collaboration among the employees.
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Task 2: Train and design performance management system
2. Review of scenario
Learning objective: Training on performance management system
Stage Key point Training tools Time Learning check
A review of the
policies of the
current
performance
management
system
Management
systems and their
policies.
Implementation
of the policies
Documents and
books on
management
5 min Theoretical test
on the syllabus
and practical
sessions
Training on
how to meet the
target within
stipulated time
Customer
management
Targeted delivery
of products
Experienced
personnel from
renowned
Australian
hardware
companies will
share their
knowledge
5 min Filling up of
questionnaires
and a group
discussion
session
Development of
current system
of management
Discussion on the
drawbacks of
management
system
Development of
strategy based on
the drawbacks
Presentations on
the current
management
programs
Reference to
journals
5 min Group discussion
and quiz for
assessing the
learning
outcomes
Workshop
session on Self
engagement and
motivation at
Techniques that
help in achieving
goals and
concentrate on
Lectures by
eminent
psychologists on
getting
6 min Practical
sessions that
induce self-
judgment
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work work. maximum
concentration at
work
capability
Amendments in
the current
performance
management
system
Reviewing
performance
management
techniques to
achieve
maximum
performance at
work.
Scope of
implementation
Presentations on
current
amendments and
policies.
6 min Theoretical test
on renewed
policies and
application in the
current scenario.
Table 3: Training on performance management system
3. Role play in front of assessor
a. Place and time for role play about training
The training will be held on 20the April 2019 at Australian Hardware Wollongong store at 11:00
AM. the training will last till 2 PM. The training session will be helped by conducting a role play
in which the current performance management system will be explained and new ways would be
developed for improvement of their system. 4 individuals will be performing the role play in
which one will be a trainer and others will act as a trainee. First, the flaws in the present system
will be identified and conveyed to the trainees so that they understand the importance of the
training session.
b. Format requirements and timeframe for role play
In order to conduct this training session, a specific time-frame will be developed. In the first hour
of the training, trainees will be conveyed about the prevailing flaws in the management system.
Further, the reasons for these issues will be identified in the next 15 minutes. After identification
of the reasons, effective solutions will be developed for mitigating the issues in the management
system.
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In the training session, the trainees are required to bring a diary or a notebook so that they can
note down all the features discussed in the training session.
4. Amendment for performance management
Amendments Time
The management of the company should
practice sticking to their commitment.
2 months
Rewording system will be implemented 1 month
Increase management presence 15 days
Regular feedback on employee’s
performance
Every 10 days
Table 4: Amendment for performance management
5. Planning of short training session
Learning objective: Training to create awareness among employees regarding the current
management system
Stage Key point Training tools Time Learning
check
Introduction to
performance
measurement
processes
Customer
satisfaction
Meeting
deadline
Achieving target
by optimum
performance
Presentations on
amended
management
policies
6min Group
discussion and
interview of the
staffs
Feedbacks on
the importance
of the amended
performance
Importance of
the new
customer
management
Lectures on the
analysis of the
new
management
5 min Group
discussion and
theoretical test
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