BSBMGT502 Manage People Performance Assessment 2 Answer

pages Pages: 4word Words: 890

Question :

Course Code and Title BSB50215 Diploma of Business / BSB51915 Diploma of Leadership and Management
Unit Code and NameBSBMGT502 Manage people performance
Assessment No & TypeAssessment 2_Project and Case Study

To complete the tasks in this unit, you will need to review the job description that you developed for 

Diploma of Business Students 

BSBHRM506: Manage recruitment, selection and induction processes:

Assessment 2_Case Study and Project Tasks: Task 2

 Diploma of Leadership and Management Students 

BSBHRM405: Support the recruitment, selection and induction of staff:

Assessment 2 Project Task 2

Once you have identified the position description you created previously, complete Part A, Task 1 below.

Part A: Allocate work

TASK 1: Develop work plans in accordance with operational plans 

Based on your existing job description, develop a list of tasks, duties and responsibilities that will be used as part of the performance management programme.  You may need to undertake further job analysis to properly identify the key job tasks to be included in your performance assessment process

Task 2: ASSESS PERFORMANCE (Outcome focused) 

STEP 1.  Cluster the job responsibilities as per Key Result Areas (KRA). Use these KRA to develop 3 (Three) Key Performance Indicators (KPI) for your chosen managerial position.

Then use the checklist at STEP 2 below to ensure that your KPI’s are SMART – that is Specific, Measurable, Assigned, Realistic and Time-bound.

STEP 3 is to translate these KPI’s into a Performance Agreement document that describes these key responsibilities and also describes what successful achievement of these responsibilities will look like in the workplace (Key outcomes).  This document will then provide the basis for the performance appraisal review.

STEP 4 is to create a performance agreement and development plan for the staff member to support them in meeting their performance objectives.  This might involve training, mentoring or coaching needs, or attendance at industry events, networking with other industry professionals etc. 

STEP 1: Job Description TO KRA TOWARDS KPI

Job Descriptions (JD)
(Task, Duties and Responsibilities)


Do your KPI”S meet the SMART test – are they Specific, Measurable, Attainable and Relevant and Time framed? Complete the table below  

What will you measure
How will you measure achievement
Is it attainable and relevant to the role
When will you review 


Performance Agreement

Task/ responsibilitiesKey outcomesDevelopment required?
<List the tasks and areas of responsibilities relevant to the position><Describe what doing the job well  looks like><Comments on whether training/development required

STEP 4: Development Agreement (Action Plan)

The following development needs have been discussed and agreed to be undertaken over the next <number of> months.

Areas for development


<These can be tasks, skills or behaviours that following discussions are agreed to require development><These are activities that will assist in development.  They could be class training at TAFE, on-the-job training, or coaching from someone with the required skill >


The risk of failure to achieve team and individual performance targets can impact significantly on a business so it is important to ensure that this risk is managed.  For this task, take one of the Key Result Areas above, identify two factors that may contribute to the KRA not being achieved and  describe the measures you could put in place to minimise this risk. 

Part B: Case Study 

Task 1: Manage Underperformance

You have recently been hired as the NSW Operations Manager for a contract cleaning company, with responsibilities for operational management and customer service delivery.  You have 4 Building Cleaning Supervisors reporting to you, each with a small team of permanent cleaners.  One of your company’s long term clients, an office facilities management company, has contacted you to say that for the past few weeks, he has been receiving complaints from two businesses that occupy one floor of an office building regarding the quality of cleaning of the kitchen and toilet facilities.   He also added that he had spoken to your building cleaning supervisor about these issues who had agreed to address the complaints but had found that things had not improved and may even have got worse.  

Upon investigation, you discover that this building is supervised by a recently promoted team leader, Darren, and the floor in question is the responsibility of a long term employee, Jenny, who has previously been well regarded by both fellow workers and clients for her work ethic and attention to detail.

Q1. Following further investigations, you discover that Jenny, a single parent, has had to take on the responsibility of caring for her sick mother and has also had problems managing her child care arrangements.  You are told that this situation will improve in a few months when her youngest child starts high school.  You have decided to meet with Jenny to discuss her recent poor performance and her family issues and see if there are ways to resolve the short term problem.  

Write 100-150 words on how you should manage this situation, and what options you could consider?

Q2.  You also have a performance review meeting scheduled with Jenny’s supervisor, Darren, and will need to address why Darren allowed Jenny’s performance problems to continue.  Part of Darren’s key performance measures is to ensure that her staff maintain satisfactory work performance and to address underperformance issues.  You know that addressing performance issues and having “difficult conversations” is a challenge for many supervisors, and you will need to find out how well equipped Darren is to manage this responsibility.   However, you also realise that it is your responsibility to ensure that Darren performs to standards required and you need to ensure that you take steps to achieve this at the meeting  

Write a plan for this meeting (150-200 words), itemising the steps you need to take in preparation for the meeting, the issues you need to address,  the outcomes you are looking to achieve and how you will monitor performance to ensure.  

Part C: Provide feedback

Write 200 - 250 words on the importance of regular informal feedback in contributing to performance improvement and staff motivation.

Show More

Answer :



The alignment of the organisational objectives and goals with the performance of the employees can be effectively undertaken through implementing certain activities. This study focuses on the evaluation of these factors, such as the development of KPIs, KRAs, action plan, as well as risk analysis for managing people performance.  

Part A: Allocate workTask 1: Develop work plans in accordance with operational plans

1.1 List of tasks, duties and responsibilities for performance management programme

The designation of a Tour Operator requires specific duties and responsibilities to be executed by the individual, as has been previously mentioned. The list of roles, responsibilities and tasks allocated to the position of a Tour Operator is listed as below:

  1. Conducting a feedback survey to evaluate the travel arrangements made by the tour operator
  2. Provide training and weekly assessments following the designated job description
  3. Evaluation of profitability of the organisation through the development and maintenance of the tour budgets 
  4. Identification of KPIs and KRAs in the KPI checklist, and maintenance of the same (Bititci et al. 2016)
  5. Drawing feedback of leadership from tour guides and leaders working under the tour operator
  6. Consideration of situational performance
  7. Ensure customer satisfaction

Task 2: Performance Assessment

The performance assessment can be undertaken in four significant steps, through the identification of KPIs, KRAs, and whether the aforementioned are SMART compliant or not.  

STEP 1: Job Description TO KRA TOWARDS KPI

The first step is to identify and develop the criteria for performance evaluation of the employee. In order to undertake that, the job description is created, along with Key Result Areas which broadly classifies the Key Performance Indicators

Job Descriptions (JD)
(Task, Duties and Responsibilities)
1. Budget development1. Budget management and negotiation1. Profitability
2. Budget maintenance2. Customer satisfaction
3. Negotiation3. Customer loyalty (Return of the customer)
1. Transport arrangements2. Logistics skills1. Excellent communication with vendors and supply chain  
2. Accommodation arrangements2. Hassle-free transport 
3. Fooding arrangements3. No significant complaints or issues

Table 1: Job Description

(Source: Author’s creation)


The second step is concerned with the development of KPIs, and it is ascertained whether the identified KPIs conform to the conventions of SMART objectives. In this case, it has been established that the KPIs are specific, attainable, time-bound, measurable and relevant to the identified job role and description.

What will you measure
How will you measure achievement
Is it attainable and relevant to the role
When will you review
1. Budget management and negotiation1. Profitability Percentage of profitability  in the businessReviewing profit-loss statements, financial documents of the companyIt is attainable and quite relevant to the job role
6 months later
2. Customer satisfactionConducting a feedback survey, reviewing the ratings of the tour operatorOnline or filling survey forms/ checklistsYes After the trip/ tour
3. Customer loyalty (Return of the customer)Assessing the return and frequency of return of the customerEvaluating the records of the customers’ former transaction rates with Tourism Australia and the current  travel frequency (Arnaboldi et al. 2015)Yes 6 months 
2. Logistics skills1. Excellent communication with vendors and supply chain Feedback review from logistics supply chainSubmitting feedback formsMaybe; as some suppliers may not get back and return for the forms for further analysis2 months
2. Hassle-free transportFeedback from clients; No further complaintsVerbal communicationYes After the trip/ tour
3. No significant complaints or issuesNo or very low records of formal complaints related to lodging, food or  transport facilitiesMaintaining documentation and reviewing after certain intervals of time, such as monthly reviewYes Monthly review

Table 2: KPI Checklist

(Source: Author’s creation)


The staff agreement form establishes the criteria for evaluation of the performance and is presented to the employee for further comprehension, and as a guideline for performing following the established framework. 

Performance Agreement
Employee: XXXXXXXXXXX      Role: Tour operator
Date: 21/06/2019Review Dates:05/07/2019, 21/07/2019
Task/ responsibilitiesKey outcomesDevelopment required?
1. Profitability for the organisationImprovement in sales and profit percentage; a review of the profit-loss statement of the firm may ensure that the financial situation of the firm has improved. Furthermore, there are no losses incurred due to conducting the tripsRequires insight into budget control and management; negotiation for better and profitable results with clients
2. Ensuring customer satisfaction and loyalty

Maintain excellent communication and rapport despite conditions of negotiation (Arnaboldi et al. 2015). A healthy relationship with the customer ascertains the return of the client due to customer satisfaction
Requires improvement in communication skills and handling clients patiently

3.  Logistics skills

Hassle-free transport; proper and adequate food and lodging conditions for clients. Good rapport and communication with suppliers and other third-party logistics firmsTraining and development required for  handling suppliers and maintaining good communication with the same
Employer Signature:*************
Employee Signature:XXXXXXXXX

Table 3: Staff KPI Agreement Form

(Source: Author’s creation)

STEP 4: Development Agreement (Action Plan)

The development agreement may also be regarded as an action plan which may aid in the development and improvement of the employee (Tour operator). Therefore, the actions or activities to be undertaken to improve the performance of the employee is established and proceed with. The following development needs have been discussed and agreed to be undertaken over the next 6 months.

Areas for developmentActions
 1. Communication and negotiation skills
  • Training
  • Attending workshops
  • Counselling 
2. Logistics skills
  • Effective on-the-job training
3. Client handling
  • Coaching or training by the experienced tour operator in the organisation
  • Evaluation of skill development
Employer Signature: **************
Employee Signature:


Table 4: Action Plan

(Source: Author’s creation)

TASK 3: Conduct Risk Analysis

Key result area (KRA)Factors that could result in Non-achievement of KRAMeasures to minimise the risk of required result not being achieved
Budget management and negotiation

  • Lack of attention
  • Lack of conducting proper market research
  • Inability to negotiate effectively
  • Lack of adequate communication skills
  • Improper budget development
  • Inability to maintain and adhere to the allocated budget
  • Lack of appropriate training and knowledge
  • Ensure that the tour operator pays attention
  • The selection of the destination and the package has to be done in accordance with the current market standards
  • Provisions of communication workshop
  • Provision of negotiation  training
  • Weekly evaluation and feedback at meetings
  • Performance assessment through following the established KPIs
  • Ensuring that the compliance with the allocated budget is maintained at all times (Bititci et al. 2016)
Logistics skills

  • Inadequate communication skills
  • Inefficiency in dealing and handling suppliers and third-party logistics firms
  • Natural hazards or disasters
  • Lack of situation handling skills
  • Lack of judgement abilities on the tour operator’s part
  • It is imperative to provide proper training to the employee (tour operator) regarding client and supplier handling and inculcating good communication  skills
  • Development of key situation handling skills through thorough and suitable training with frequent assessments (DeNisi & Murphy 2017)
  • Development and implementation  of contingency plans in case of the occurrence of a natural disaster

Table 5: Risk Analysis

(Source: Author’s creation)

Part B: Case StudyTask 1: Manage Underperformance

Question 1

Taking Jenny's former positive reputation for accountability as well as work ethics into account, it becomes unethical or controversial to terminate her. Upon further investigation, evidence of specific personal issues for Jenny arise, which is essential to be addressed in order for Jenny to return to work with diligence. Firstly, having an open discussion in a private meeting with Jenny, the Operations Manager for the contract cleaning company would be able to identify the particular issues and the potential solutions for the problems (Kearney 2018). Additionally, offering employee benefits such as paid child care facility may improve the situation. However, as per the NSW Long Service Leave Act of 1995, it may be stated that an employee is subject to be granted extended service leave in some instances such as pressing domestic necessity as is evident in Jenny's case (NSW Industrial Relations 2019). Furthermore, owing to the admission of Jenny’s youngest child to a school, it is better to let Jenny take an extended leave of absence from work, pertaining to personal reasons. 

Question 2

In order to effectively undertake the meeting with Darren and to achieve the outcomes established, a plan is outlined as follows:

  1. Preparation for the meeting with Darren: The overall situation and issues are to be identified and evaluated prior to the meeting. Furthermore, deciding the approach for communication and facilitating the meeting is to be established as well (Aithal & Kumar 2016). 
  2. Issues to be addressed at the meeting: Firstly, Darren’s incapability of having ‘difficult conversations’ with subordinates is to be addressed. Additionally, evaluation of Darren’s KPIs is to be noted, and the Operations Manager is to act accordingly.
  3. Outcomes to be achieved: It is imperative that the issues of Darren’s abilities in handling difficult situations are managed with a proper solution to the same. Furthermore, it is to be identified whether Darren was aware of Jenny’s domestic situation. Lastly, it is to be noted whether Darren’s performance is on par with the identified KPIs for his job role.
  4. Performance monitoring: Identification of KPAs as well as KPIs for Darren's performance, is to be done. A period of performance monitoring, such as 3 months is to be allocated for further evaluation. 

Part C: Provide feedback

It is to be noted that providing and receiving feedback is essential for the development of staff motivation as well as contributing to the critical aspects of performance management of employees (Van Dooren et al. 2015). It is to be taken into account that the employees may feel comfortable in delivering informal feedback as compared to formal ones at meetings. Feedback acts as a source of motivation for employees when delivered informally, as it is considered as a scope for improvement, while formal feedback, intimidates the employees. In addition to that, continued learning is ensured through consistent informal feedback circulation (Mone & London 2018). Moreover, it also enhances employee performance, if the feedback is delivered in a controlled and safe environment, such that the employee is put at ease, and is not intimidated (Buckingham & Goodall 2015). Additionally, it provides a scope for personal as well as professional development. Lastly, it also improves the engagement of the employees towards their job as well as the alignment with the organisational goals.


This study primarily focuses on the factors involved in the achievement of effective performance management and monitoring of the activities of the employees in question. Additionally, risks such as lack of training and knowledge have been found to be one of the significant factors capable of disrupting the performance evaluation through the KPI checklist.