BSBMGT502: Managing People Performance Project for Australian Hardware

This project addresses the core concepts of managing people performance within the context of Australian Hardware, as outlined in the BSBMGT502 unit. The assignment encompasses several key components, including role-play scenarios designed to simulate real-world interactions between managers and employees. These scenarios cover crucial aspects of performance management such as setting expectations, providing feedback, and addressing performance issues. The project also includes the development of a training plan to enhance an employee's skills, knowledge, and competencies. Furthermore, the assignment incorporates coaching sessions, performance development plans, and the application of ethical codes of conduct and relevant legislation to ensure fair and effective management practices. The project emphasizes key performance indicators (KPIs), risk management, and the implementation of strategies to improve employee performance. The project concludes with an analysis of employee performance, feedback mechanisms, and the use of internal and external resources to support employee development.

Running head: MANAGEMENT
Managing people performance
Name of the student:
Name of the university:
Author note:

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Table of contents
Assessment task 1......................................................................................................................2
Task 2.........................................................................................................................................5
Task 3.........................................................................................................................................7
Task 4:........................................................................................................................................9
References................................................................................................................................11
Appendices...............................................................................................................................12
Appendix 1...........................................................................................................................12
Appendix 2...........................................................................................................................14
Appendix 3...........................................................................................................................15
Appendix 4...........................................................................................................................17

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Assessment task 1
4. Role play 1
Characters: Hardware and Homewares Manager, garden product manager and store
manager
HHM: Accept my warm welcome, sir.
GPM and SM (collaboratively): Thank you.
HHM: Without wasting time, let’s get directly into the discussion.
GPM: Yes, sure. Please go ahead.
HHM: You must know the situation in which you have been hired. As it a crisis period, both of you
have to expose productive performance, so that we can accomplish the goals.
GPM: Yes, we have come to know about it from the sources.
HHM: Let me inform you that the employee would be on six months training period, where his
performance would be measured on the basis of several parameters.
SM: Can you specify it further?
HHM: See, as per the current trends, the sales representative was expected to generate $10,000
monthly. So, for you also the target remains the same.
GPM: Oh I see!
HHM: Can you tell me the strategies that you have developed for reaching to the target?
SM: Till now, I have not developed any strategy. However, understanding the situation would help
me to strategize my activities.
HHM: I am really concerned, whether it would be a productive method for restoring balance in the
situation. But I have no option than relying on you. (Turning to GPM): What about you, sir?
GPM: I have planned to evaluate the performance of the employee through checklists and templates.
HHM: That’s a productive answer. But let me tell you that the time is very limited, so you have to
really work hard. Regular feedbacks would be taken from you regarding the performance of the
employee. Apart from this, let me make it very clear to you that Ethical Code of Conduct would be
strictly applied. If violation is detected, serious action would be taken against you. Therefore, to avert

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such situation, I request you to cooperate with us.
GPM: We assure you that we would extend our cooperation and work according to the expectations.
(To this, SM exposes his agreement)
HHM: Thank you so much. Be in contact for the latest updates. That’s all for the session, thank you
for your valuable time.
(GPM and SM shakes hand with HHM to expose their acknowledgement)
5. Role play 2
Characters: Homeware and hardware manager and garden product employee, Kim
HHM: Hi, Kim
Kim: Hello, sir.
HHM: Please take your seat, Kim
Kim: Thank you, sir.
HHM: Do you know why you have been called?
Kim: Well...The customer sales representative is taking one year leave, which has adversely affected
the productivity of the company. Therefore, in replacement, I have been hired.
HHM: You have correctly pointed out. What do you think why have we hired you?
Kim: Well.....I think I can act as a vital agent for the company in terms of accomplishing the targets.
HHM: I appreciate your confidence.
Kim: Thank you sir. However, at times, I feel that I am losing my self confidence.
HHM: There is nothing to worry. We are there to guide you. A little training would improve your
skills, abilities and competencies. 6 months training period would be beneficial for you to learning the
basics of managing the sales revenue.
Kim: Oh I see.
HMM: Your performance would be measured through balanced scorecards, which would be fruitful
for us to allocate tasks and responsibilities.

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Kim: I think it would be an effective approach. Can you specify it further?
HHM: Your working hours, would be four hours, where you would be given the charge of lifting 20
kgs weight. You would get the telephone, fax machine, computers for support.
Kim: What would be the nature of my job?
HHM: Mainly indoors, but occasionally you have to do outdoor work also.
Kim. Ok. Are any other specifications?
HHM: Yes. Now, let me inform you that your performance would be analyzed through Ethical Code
of Conduct. Violation of the rules would compel you to face dire consequences.
Kim: Oh!
HHM: There are rewards for outstanding performance.
Kim: That’s great!
HHM: Yes. So are you feeling that you can do it?
Kim: Yes.
HHM: That’s the spirit. Thank you for your valuable time.
Kim: You are welcome, sir.
6. Training would be effective for enhancing the preconceived skills, knowledge and
competencies of Kim. Developing budget is essential for gaining an insight into the expenses
towards organizing training programs and training module materials. Balanced scorecards are
the means, which would help the managers of Australian Hardware to measure the
performance of Kim for conducting estimates through sales forecasting (Cascio 2015).
7. Lack of proper understanding of the roles and responsibilities can prove harmful. Along
with this, inadequate financial resources would deprive Kim of the knowledge regarding the
basics of sales.

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Task 2
5. a) Training session role play
Characters: Homeware and Hardware manager and team members
HHM: A very warm welcome to you all in this session.
Team members (collectively): Thank you, sir.
HHM: In response to your complaints, we have gathered here to discuss on the issue.
Member 1: Sir, we want solutions.
HHM: Yes, that is why I am here. Ok, let me tell you that we had a meeting with the Board of
Directors and HR manager regarding the performance management issues. Approval has been express
for using Synergita, which is a cloud based continuous performance management system.
Member 2: How will it be productive, sir?
HHM: Upon entering the details of your performance, it would automatically activate the goals, talent
data and the reviews. We had conducted experiments and the results are just awesome.
Member 3: Oh I see!
HHM: Along with this, you would be surprised to know that your appraisals would be conducted
through this.
Member 4: How?
HHM: Your performance records would help us in scoring your performance.
Member 5: I got your point.
HHM: See a small demo.
b) Amendments of sharing the retrieved data with the employees would be beneficial in terms
of enhancing their awareness about the developmental areas, in which their competencies
would improve.
c) Synergita would be effective in measuring the performance of the employees effectively.
Experiments through skilled IT experts would reduce the chances of malfunctions, hacker

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interventions and virus attacks (Shields et al. 2015). Market research is in progress for
installing latest and modern anti-virus.

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Task 3
5. Informal coaching session (Refer to Appendix 3)
6. Performance development Plan (Refer to Appendix 4)
7. Role play
Characters: Homeware and hardware Manager, Kim Smith
HHM: Hi, Kim. How are you?
Kim: I am fine sir, thank you.
HHM: Did you like the training session?
Kim: Yes. I got to learn many things, with which I was unfamiliar.
HHM: Good. Now let me share my feedback.
Kim: Yes, sir.
HHM: Well, Kim, before the training session, we had a session, where I told you that the target is to
receive $10000 target per month. However, you seem to have achieved only $5000. Your attempt was
very good.
Kim: Thank you, sir.
HHM: Monitoring your performance through 360 degree feedbacks and appraisals, we have come to
the conclusion that you need additional coaching in finance and technical support. Isn’t it?
Kim: Yes, sir.
HHM: What made you feel it?
Kim: I was lacking confidence.
HHM: Then why didn’t you tell us before?
Kim: I was afraid.
HHM: See Kim, this approach would not work out. You have to communicate. There is nothing to
worry. We are planning to hire a skilled mentor for you, which you upgrade the standards and quality

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of your performance. Are you willing to learn more?
Kim: Yes sir.
HHM: Ok, keep in touch for further updates. Enjoy the sessions. Best of luck
Kim: Thank you sir.
HHM: My pleasure.

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Task 4:
1. a) Recognizing the efforts of the employees would make them feel a valuable asset for the
Company. Weick and Sutcliffe (2015) propose that this feeling would result in productive
performance, indicating accomplishment of the goals. 360 degree continuous feedback would
be effective in upgrading the standards and quality of employee performance.
b) Equality Act (2010) would be implemented for treating all employees of Australian
Hardware alike. In case of the poor performers, skilled and qualified mentors would be
appointed for improvising on their performance.
2. a) Anti-discrimination – Anti-Discrimination Act (1991)
Privacy- Data Protection Act (1998)
Health and Safety- Workplace Health and Safety Act (1974) (Grants.act.gov.au 2019)
b) Grants are the official legislative requirement in all of these acts.
3. Internal source, which can be approached: HR Manager
External source: Agencies dealing in personality development courses
4. a) Relevant step: face to face discussion
b) Relevant legislation: Data Protection Act (1998)
c) Relevant award: Recognition of the efforts invested
d) Support services: Additional mentoring and coaching
5. a) Process of dismissal:
 Clear communication

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 Written notice
 Performance improvement plan
 Counselling
 Termination on negative outcomes
b) According to Fwc.gov.au (2019), the following rules needs to be catered:
 Exempted grounds- illness, injury, trade union membership, racial differences etc
 Alternatives
 Time limits of 21 calendar days


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References
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Fwc.gov.au 2019. Unlawful termination. Available at: https://www.fwc.gov.au/termination-
employment/unlawful-termination [Accessed on 23rd May 2019]
Grants.act.gov.au 2019. Act Government. Available at:
https://www.grants.act.gov.au/commitments_and_obligations [Accessed on 23rd May 2019]
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P.,
Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing employee performance
& reward: Concepts, practices, strategies. Cambridge University Press.
Weick, K.E. and Sutcliffe, K.M., 2015. Managing the unexpected: sustained performance in a
complex world. John Wiley & Sons.