Performance Management Report: Australian Hardware Analysis

This report examines the key aspects of managing people performance within the context of Australian Hardware. It addresses performance monitoring and coaching strategies, emphasizing the use of recognition and continuous feedback to reinforce excellent performance, and provides practical examples applicable to the company. The report also delves into the legal context of performance management, identifying relevant legislation concerning privacy, anti-discrimination, and equal employment opportunities. Furthermore, it explores internal and external sources for HR and performance management advice, particularly for handling poor performance. The report offers insights into counseling and support for underperforming employees, detailing constructive approaches to improve performance, and outlines proper dismissal procedures, emphasizing the importance of fair practices and legal compliance. The report concludes by referencing relevant literature to support its analysis and recommendations.

Australian Hardware Manage People Performance 1
Australian Hardware Manage People Performance
Student’s name
Institutional affiliation

Australian Hardware Manage People Performance 2
Manage People Performance
Question 1: Monitoring and coaching
How could variables such as recognition and continuous feedback help reinforce
excellence in performance? Give two examples that could work at Australian Hardware
to affect performance.
These variables are critical in reinforcing the worker’s performance. In fact, employees who
receive feedback frequently gain knowledge based on the feedbacks (Foot and Hook 2011).
Recognition also motivates workers thus allow them to keep up with their outstanding
performance. These two variables could involve increasing salary and reward them with the
promotion.
How would you apply Australian Hardware procedures to monitor and coach
individuals, specifically those with poor performance?
Importantly, the employer should consider identifying the areas where the worker’s
performance is poor.1 Upon the identification of the area, the manager can apply the
procedures meant to help him improve the performance (Foot and Hook 2011). This could
involve offering the worker regular feedback and support for the performance. Similarly, it
will be prudent for the manager to review the employee’s performance thus track his
performance.
Question 2: The Legal context of performance management
For three of the following areas, what are the relevant pieces of legislation applicable to
performance management at Australian Hardware?
The most important areas include privacy, anti-discrimination, and equal employment
opportunities. Under the equal employment opportunity, the manager or employer gives
workers equal chances to allow them to improve and manage their performance (Foot and
1Margaret Foot and Caroline Hook, Introducing Human Resource Management (Harlow, Essex:
Pearson Education Limited, 2011), 3.

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Hook 2011). Privacy Legislations focus on the use of information regarding the process of
performance management.2 The information and process handled and kept properly and
safely.
Question 3: Seeking advice
Name any positions of an internal source you could approach for HR or performance
management advice
The human resource manager
Name one external source (individual professional, consultancy or government) of HR
or performance management advice, particularly for managing poor performance.
In most cases, where existing workers are unsuitable for the available position, it is prudent
for the organization to contract an external recruitment firm to facilitate the process. The
advertisement is an important method used by the organization to recruit skilled workers
(Foot and Hook 2011). The organization can place the advertisement in professional journals
and newspapers. This process is a specialized responsibility that an organization can advise
the applicants to use an advertising agency to deliver their applications.
Question 4: Counselling and Support
Employees, like Smith who performs unsatisfactorily require assistance and special
human relation skills.3 Constructive counseling will help improve the performance of the
employee. It reduces the chances of using a formal action that is unpleasant. The first step
begins with meeting Smith to discuss the issues associated with performance (Foot and Hook
2011). In this meeting and discussion, it is important to inform him of what can be done to
improve his performance. This can involve offering specific examples regarding poor
performance. The discussion will never end without making suggestions on how to improve
2 Foot and Hook, 19.
3PM.GOV, Adressing and Resolving Poor Performance, March 2017. https://www.opm.gov/policy-
data-oversight/employee-relations/employee-rights-appeals/performance-based-actions/toolkit.pdf (accessed
September 11, 2017).

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the performance (OPM.GOV 2017). After the discussion, it is important that the manager
review the performance standards of Smith to convey the expected job.4 It is the
responsibility of the HR officer to assist the employee in the review.
During the discussion, the manager should ask whether the employee understands the
job description and expectations thus raise the performance (Foot and Hook 2011). The use
of Employee Assistance Programs can be used in this stage in providing counseling for
mental and physical conditions.5 The process should be conducted in a private place to
guarantee Smith confidentiality. The legislations provide that a manager should not reveal or
share with anybody the private or personal issues discussed. At Australian Hardware, an
employee will earn promotion and bonuses for improving performance.
Question 5: Dismissal
Despite the reason for firing workers, it is prudent for the manager to use proper
termination procedures to avoid legal issues. The organization provides the severance and
release clauses that the employer can use to terminate the employment. Before firing an
employee, the employer should consider various steps. The employer should use fair rules
and procedures to document the problem (Foot and Hook 2011). Upon the documentation of
the issue, it is prudent for the employer to investigate the incidents. According to the
employment laws, the manager has no power to dismiss a worker on the spot. To dismiss
Smith, the employer should a non-discriminatory and valid reason to support the action.
The manager should negotiate with Smith regarding the severance agreement to allow
him to sign a release clause.6 This process is applied where documentation is lacking.
Similarly, it is possible to offer the employee early retirement. Nonetheless, realize of the
employee must be supported by considerations, voluntary and knowing waiver, and put in
writings and signed by the victim. However, the dismissal for poor performance should
4 PM.GOV, par. 3.
5 Foot and Hook, 35.
6 PM.GOV, par. 2.

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follow plenty of warnings and notices (Foot and Hook 2011). The employee must also be
receiving the job performance evaluation and reviews.7 The institution should have a
progressive disciplinary policy.
7 Foot and Hook, 78.

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References
Foot, Margaret, and Caroline Hook. Introducing Human Resource Management. Harlow,
Essex: Pearson Education Limited, 2011.
OPM.GOV. Adressing and Resolving Poor Performance. March 2017.
https://www.opm.gov/policy-data-oversight/employee-relations/employee-rights-
appeals/performance-based-actions/toolkit.pdf (accessed September 11, 2017).