Performance Management and Work Plans for National Camper Trailers

This report addresses work plans and performance management strategies for National Camper Trailers Ltd Pty. It outlines the development of work plans, including task allocation and resource management, and proposes a formal warning process for underperforming employees. The report analyzes performance measurement systems, feedback sessions, and staff training programs to improve organizational effectiveness. It also includes an analysis of employee performance, feedback mechanisms, and corrective actions. The report further explores employee training, goal setting, and daily performance measurement. It emphasizes the importance of informal feedback and provides recommendations for addressing underperformance through on-the-job training and disciplinary measures. Finally, the report details monitoring, evaluation, and coaching plans for an underperforming employee, including disciplinary processes and record-keeping methods.

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Introduction
This paper develops work plans for The National Camper Trailers Ltd Pty. The paper
also develops a formal warning process for campers and determines the resources
required to allocate the tasks required to be accomplished in the job. A performance
management and review process for National Camper Trailer is developed to gauge
the performance of the organization. The performance measurement systems used in
the company are analyzed and the feedback sessions are also analyzed in this
assessment. In addition to these, the text describes the program of training the staff in
performance management and the performance management of all staff in the
organization is reviewed and the feedback is used to undertake corrective action.
Part A
Q1
In order to develop work plans, it is important to consult line managers and
supervisors. This is because they will help in understanding the tasks that needs to be
accomplished in their particular departments and the work flow in these departments.
Consulting the line and departmental managers will also help to understand the
specialization and the role that each employee is best suited for and therefore ensure
everyone is allocated a role that fits them best (DelPo, 2015). The resources that are
available to accomplish the work plans include Expo Trucks and vehicles, land and
buildings, manufacturing equipment, spare parts and caravans. There is also high
demand for human resource since the industry is labor intensive.
Q2.
Work plan describing positions

Task name Assigned to
Engineering works. This position
involves activities such as trailers,
wielding, working on chassis, suspension,
laser alignment, towing points and
balancing trailers)
Billy(overseeing 15 other staff)
Fit-out to ensures that the caravans meet
the specifications of customers
Michael(20 staff)
Accounting and cash flow-budgeting and
budget monitoring, managing cash flow
and paying suppliers
Sheryl
Human resource and work in process,
allocating task to workers, managing
payroll and implementing Hr programs
and policies. Recruitment and
disciplining employees
Heather
Sales and marketing,-establishing good
customer relations, managing the’ Expo
truck tours’, overseeing the advertising
and promotional activities.
Dale and Sheryl
Formal warning process work plan

This is the process of warning an employee whose performance has not improved
despite the numerous attempts to improve their performance. The following are the
steps to help conduct a formal under-performance meeting.
 Arrange to meet the employee at a place with minimum interruptions
 Inform the employee of the reasons you want to meet him
 Describe the under-performance issue
 Identify steps taken thus far to resolve the issue
 Listen to the response of the employees
 Consider the response of the employee
 Give new targets and follow up process
Part B
Q1.
There are different methods used to measure the performance of an employee. Some
of these measures depend on the goals and objectives of the company. The
performance of the employees at NCT will be on the basis of; percentage increase in
profits, percentage increase in the num6ber of customers, increase in advertising and
promotion activities, accuracy of budgets and reduction of costs of the organization.
The performance management review also conducts the review in accordance with the
policies of NCT that requires employees not to be distracted from performing their
work appropriately. The performance management process of the company involves
planning, coaching and reviewing the processes. A formal database can be formed and

to store data on individual performance of each and every employee. The database can
be used as a source of reference in future when reviewing the performance of an
employee. Staff training programs will be developed to train staff on how to follow
their work schedules and to accomplish their personal and organizational objectives.
Q2.
To train employees on performance management processes created, I would organize
training sessions and train them on how to develop individual work schedules. The
work schedules should be weakly and they should depend on the tasks allocated to an
employee by the supervisor (Debrincat, 2014). The employees should prioritize the
tasks and give them weight. By weighing the tasks, an employee will be able to know
which task to perform first and which tasks should be performed last. In order to
manage performance, employees need to set goals and objectives that are line with
those of the organization. Methods of measuring performance on a daily basis should
be determined so as to give an employee a road map that they should follow in order
to accomplish the goals and objectives. An employee should compare their daily
performance against their organizational and personal target so as to help determine
the employee has performed as expected or not.
Part C
Q1.
Informal feedback is of great importance in an organization and it plays an important
role in improving the performance of an individual employee and in motivating an
employee. Informal performance feedback refers to assessing the performance of an
employee from a neutral human point of view depending on the way they conduct

themselves and how they carry out their activities may motivate employees to work
harder and hence achieve their performance targets.
Q2.
I would advise employees on areas where they are not performing well depending on
how they accomplish tasks allocated to them. For example, if an employee in the
customer care and public relations department speaks rudely to customers, I will tell
them to moderate their language and temperament and be friendlier to customers since
they are at the core of the existence of the company. I would approach the employees
in an informal and friendly manner so that they can take the positively and act
appropriately. This would help to accomplish the achievement of individual
employees.
Q3.
Some employees who lack the requisite experience to perform tasks in an
organization may require on job training in order to help them improve performance.
In order to improve the performance of an employee by providing on job training, I
need to identify the areas where the employee is under-performing and them re-
schedule my work to allow myself time which can be used to offer practical lessons to
the employee and to demonstrate and give them advice on how they can accomplish
their tasks.
Q4.
The customer satisfaction was low. This is one of the most important measures of
employees’ performance. When the performance Craig Norton is weighed and
compared to the performance standards of the company,it can be seen that he

performs terribly. This is because,the employee has failed to implement his task of
listening to employees complaints and addressing them or forwarding them to the
management team. The feedback on the performance of the employee should be
conducted by writing to the employee and informing them of a performance
evaluation meeting. The message should explain why the employee is needed to
attend the meeting and the questions they are required to answer. The employee will
be allowed to present their case after which a feedback will be given depending on the
information available and explanation by the employee.
Part D
Q1.
Monitoring,evaluation and feedback
For Damian Townsend, daily performance review and monitoring will be done in
order to ensure that the employee in the fit-out session meets his low targets and
exceeds them since they are very low compared to fellow employees. Damian will be
required to report to the supervisor`s office every day for evaluation of his work.
Weekly monitoring will also be done.
Coaching and training arrangement
Two hours of training on fit-out per day should be allocated for providing Damian
with an opportunity to practice and gain extra knowledge on the fit-out department of
the organizations.
Support services

I would also spare leisure time and train Damian on fit-out so that he can get a chance
to improve his performance. The employee needs to be offered counselling services
on the importance of performing well at work. These services will be offered once in
every week.
I agree with the performance improvement plan presented to me and am committed to
doing everything required of me to fulfill the plan.
Name:………………………………………………………….
Signature:………………………………………………………
Q2.
In this scenario, I see no need of a human resource specialist. This is because, the
poor performance of Damian Townsend is down to lack of experience and knowledge
on the department and tasks which he was allocated. The solution to this problem is
therefore to train the employee or allocate them tasks that they are good at and hence
maximize their value to the organization.
Q3
I would reinforce performance of Damian by recognizing when he improves in
performing some tasks and also congratulating him for his effort and desire to learn
how to do the job. This will motivate him to worker harder and to learn at a faster
rate. Continuous feedback will help in monitoring the performance of the employee
and therefore help in taking measures to help them improve further.

Q4.
I would counsel Damian by trying to show him the importance of the honoring the
meetings and improving his performance at the workplace. I would issue him with a
stern warning and tell him that his job was in line since his performance was
disastrous and almost all employees were twice as productive as a he was. The
disciplinary process would involve calling him for a meeting and giving him a formal
written warning.
Q5.
In order to dismiss an employee for gross misconduct and under-performance, a clear
disciplinary process has to be laid down. I would give the employee at least three
written warnings before taking the decision to fire him. I also need to be aware of
constructive discharge. I would ensure that the working conditions are suitable for the
employee to perform tasks and therefore they cannot make this excuse.
Q6
The files that should be used to record the performance of employees include; daily
employee performance evaluation file, weekly performance file, and monthly
performance file. A form of evaluating the behavior of employees at work also needs
to be kept. The other documentation is that of the personal performance targets of the
employee which can be used as a basis of assessment of performance.

References
Debrincat, G. R. A. C. E. (2014). Effectiveness of performance appraisal systems:
Employee relations and human resource management. S.l.: Anchor Academic
Publishing.
DelPo, A. (2015). The performance appraisal handbook: Legal & practical rules for
managers. Berkeley, CA: NOLO.