Course Title: Manage people performance

Part B: Course Detail

Teaching Period: Term2 2015

Course Code: EMPL5632C

Course Title: Manage people performance

School: 650T Vocational Business Education

Campus: City Campus

Program: C5225 - Diploma of Management

Course Contact : Sylvia Baroutis

Course Contact Phone: +61 3 9925 5469

Course Contact Email:sylvia.baroutis@rmit.edu.au


Name and Contact Details of All Other Relevant Staff

Seymour Jacobson

Tel: 9925 1563

seymour.jacobson@rmit.edu.au
 

Nominal Hours: 70

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites

None

Course Description

For students, this unit describes the skills and knowledge required to manage the performance of staff who report to them directly. Development of key result areas, which link direclty to business objectives,  and key performance indicators, coupled with coaching and feedback, provide the basis for performance management.  The unit  links performance management and performance development, and reinforces both functions as a key requirement for effective managers.


National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

BSBMGT502B Manage people performance

Element:

1. Allocate work

Performance Criteria:

1.1. Consult relevant groups and individuals on work to be allocated and resources available
1.2. Develop work plans in accordance with operational plans
1.3. Allocate work in a way that is efficient, cost effective and outcome focussed
1.4. Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals
1.5. Develop and agree performance indicators with relevant staff prior to commencement of work
1.6. Conduct risk analysis in accordance with the organisational risk management plan and legal requirements
 

Element:

2. Assess performance

Performance Criteria:

2.1. Design performance management and review processes to ensure consistency with organisational objectives and policies
2.2. Train participants in the performance management and review process
2.3. Conduct performance management in accordance with organisational protocols and time lines
2.4. Monitor and evaluate performance on a continuous basis
 

Element:

3. Provide feedback

Performance Criteria:

3.1. Provide informal feedback to staff on a regular basis
3.2. Advise relevant people where there is poor performance and take necessary actions
3.3. Provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance
3.4. Document performance in accordance with the organisational performance management system
3.5. Conduct formal structured feedback sessions as necessary and in accordance with organisational policy
 

Element:

4. Manage follow-up

Performance Criteria:

4. Manage follow up 4.1. Write and agree performance improvement and development plans in accordance with organisational policies
4.2. Seek assistance from human resources specialists where appropriate
4.3. Reinforce excellence in performance through recognition and continuous feedback
4.4. Monitor and coach individuals with poor performance
4.5. Provide support services where necessary
4.6. Counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary
4.7. Terminate staff in accordance with legal and organisational requirements where serious misconduct occurs or ongoing poor-performance continues

 


Learning Outcomes


Learning outcomes for this unit will include the skills and knowledge to be able to effectively and efficiently:
 

  • allocate work to staff
  • assess performance of staff
  • provide feedback to staff, and
  • manage follow-up


Details of Learning Activities

Activities for this course may include lectures, discussions, exercises, role plays, online study, question and answers sessions, quizzes, and questionnaires

This course covers interpersonal and technical skills managers need to ensure that the performance of direct reports achieves organisational objectives.

Development of key result areas and key performance indicators and standards, coupled with regular and timely coaching and feedback, provide the basis for performance management.

The course emphasises the communication of goals from the strategic to the individual level, and the role of the supervisor in this process.

Induction Session
Prior to training commencement a program level induction session will be conducted that comprises the following:
• Program overview and requirements
• MyRMIT/Blackboard
• Overview of assessment requirements
• Pre-Training Review including:
o Recognition of Prior Learning and Credit Transfers
o Assessment of current skills and knowledge
• Competency/Grading Criteria
• Plagiarism
• Appeals
• Extensions
• Feedback
• Privacy
• Submission requirements
• Resubmission policy
• Where to get support
• Student responsibilities
 


Teaching Schedule

Semester 2 2015 Weekly Schedule
WeekActivitiesResources
1. 6 JulyCourse Guide, Diploma of Management Induction, Assessments briefing
Allocate work
Peak performance,: Job purpose: KRA’s: Job design: Motivation
 

Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 11 - Section/Heading 1
Cole Chapter 11 - ppt. 1-22

 

 

2. 13 JulyAllocate work
Training: Learning: Elements for success: Goals
 
Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 11 - Section/Heading 1
Cole Chapter 11 - ppt. 23-41
3. 20 JulyAllocate work

Assigning: Delegating: Work instructions
Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 12 - Section/Heading 1,2,3
Cole Chapter 12 - ppt. 1-21
4. 27 JulyAllocate work
Delegating: monitoring
Management Theory and Practice, Cole K, Pearson Australia, 2013

Chapter 12 - Section/Heading 1,2,3
Cole Chapter 12 - ppt. 22-41
 

5. 3 AugustREVIEW CHAPTERS 11 & 12Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 11 - Section/Heading 1
Chapter 12 - Section/Heading 1,2,3
 
6. 10 AugustONLINE STUDY - NO FACE TO FACE CLASS
Assess performance/Provide feedback/Manage follow up Performance appraisals: Termination
 
Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 15 - Section/Heading 2,3
Cole Chapter 15 - ppt. 1-21

7. 17 August
IN CLASS TESTASSESSMENT 1
Attendance mandatory
8. 24 AugustAssess performance/Provide feedback/Manage follow up
Appraisals: Traps
Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 15 - Section/Heading 2,3

Cole Chapter 15 - ppt. 22-44
Mid-semester breakMid-semester break – 31 August-6 September inclusiveMid-semester break
9. 7 SeptemberAssess performance/Provide feedback/Manage follow up
Managing poor performance: performance counselling
 
Management Theory and Practice, Cole K, Pearson Australia, 2013

Chapter 16 - Section/Heading 1, 2,3, 4
Cole Chapter 16 - ppt. 1-24

10. 14 September
ROLE PLAYSManagement Theory and Practice, Cole K, Pearson Australia, 2013

Chapter 16 - Section/Heading 1, 2,3, 4
Cole Chapter 16 - ppt. 1-24
 
11. 21 SeptemberAssess performance/Provide feedback/Manage follow up
Lawful and unlawful termination: Warning letters
Management Theory and Practice, Cole K, Pearson Australia, 2013

Chapter 15 - Section/Heading 2,3
Chapter 16 - Section/Heading 1, 2,3, 4
Cole Chapter 16 - ppt. 25-44
 

12. 28 SeptemberONLINE STUDY - NO FACE TO FACE CLASS
Assess performance/Provide feedback/Manage follow up
Learning organisations
ONLINE STUDY - NO FACE TO FACE CLASS
Management Theory and Practice, Cole K, Pearson Australia, 2013
Chapter 26 - Section/Heading 2
Cole Chapter 26 - ppt. 1-17
13. 5 October
 
Assess performance/Provide feedback/Manage follow up
Delivering training
Chapter 26 - Section/Heading 2
Cole Chapter 26 - ppt. 18-43
14. 12 OctoberREVIEW CHAPTERS 11, 12, 15, 16, 26. PREPARE FOR PRESENTATIONS 
15. 19 October
 
STUDENT PRESENTATIONSASSESSMENT 3a Report
ASSESSMENT 3B Presentation
Attendance mandatory
 
16. 26 OctoberSTUDENT PRESENTATIONSASSESSMENT 3B Presentation
Attendance mandatory
 

NOTE: This schedule may be varied according to student progress or other circumstances but no student will be disadvantaged by this


Learning Resources

Prescribed Texts

Management Theory and Practice 5e, Cole. K, Pearson Australia, 2013

9781442550681


References


Other Resources

  1. RMIT Library
  2. RMIT online resources
  3. myRMIT
  4. Turnitin
  5. The Learning Lab is a learning and study skills site developed by the Learning Skills Unit offering online interactive tutorials, printable handouts and an email Learning Query service. The site is helps students develop capabilities for tertiary study. http://www.dlsweb.rmit.edu.au/lsu/

 

Critical aspects for assessment and evidence required to demonstrate competency in this unit Evidence of the following is essential:
• documented performance indicators and a critical description and analysis of performance management system from the workplace
• techniques in providing feedback and coaching for improvement in performance
• knowledge of relevant awards and certified agreements.


Overview of Assessment

Assessment may incorporate a variety of methods including technical requirements documentation, homework, assignments, group and/or individual projects, in class exercises, written and practical assessments, problem-solving exercises, presentations, direct observation of actual and simulated work practice, presentation of a portfolio of evidence which may comprise documents, and/or photographs and/or video and audio files, review of products produced through work-based or course activities.

Students are adv ised that they are likely to be asked to personally demonstrate their assessment work to their teacher to ensure that the relevant competency standards are being met.  Students will be provided with feedback throughout the course to check their progress.


Assessment Tasks

 

There are three assessment tasks

Asssessment 1 - In-class test in Week 7. This test will be to monitor your understanding and application of the topics covered in Weeks 1-6. It will consists of questions with short essay answers. Attendance mandatory

Assessment 2 - Role Plays in Week 10.  Interpersonal skills role play. Students will role play a scenario in pairs.  Attendance mandatory. The role play will involve demonstrating the feedback techniques covered in this course. Further details will be given out in class 

Assessment 3a - Performance Management Assignment - REPORT due Week 15 
Student’s Task: Students write an individual report in which they advise the owners of a medium size country hotel, The Tintaldra Hotel, on the system of performance management that should be put in place to help the hotel achieve its aims.

Student’s Role: Students assume they are Management Consultants who are expert at advising on performance management systems.

In the report define what you mean by performance management. The owners do not understand the term, so explain it simply and graphically. They in turn will have to explain it to their staff, so tailor it for these needs. Identify and describe the key elements of a performance management cycle. Make diagrams relevant to the hotel and easy for the staff to understand.

Your performance management system must be based on and be designed to achieve the strategy and vision of the hotel, as described by the owners. You must leave the owners with the knowledge about how to manage a performance management system, and not write all their goals, targets, KPIs. Explain, and give examples.


Include in your report how the owners should go about

• setting goals and targets at the work group level which gain commitment from and motivate staff, and support strategic goals. You must provide at least two detailed examples of goals for individual staff as well as the department (operational level) that they work in. Base these on the hotel’s strategic goals, as described by the owners, and do not make major changes to the owners’ strategy.

• measuring performance - a focus on outputs. Use the goals you have written at the department and individual level. Explain what the owners should measure and how. Provide at least two detailed examples for an individual staff member based on the department they work in. The methods and measures chosen must be efficient and effective for the hotel staff to use, as well as valid and reliable for the purposes of performance appraisal

• choosing and clarifying behaviours which influence staff and support strategic goals. You must provide at least two detailed examples of behaviours for individual staff in a particular department that they work in.

• measuring performance – a focus on behaviours. Using the behaviours you have written for the individual, explain what the owners should measure and how.

Do not make the mistake of trying to run the hotel. Your job is not to offer business advice. You are to advise about a system of managing staff that will help achieve business aims.

Length 2000 words
Format Write a report for the hotel owners, and not an essay for the teacher.
 

Assessment 3b Performance Management Assignment - PRESENTATION due Weeks 15 & 16. Attendance mandatory 

Students will assume their role as Management Consultants and present their report in class. You are expected to present the report with your analysis, appraisals, conclusions and suggestions. Do NOT read the report, use appropriate visual aids
 


Assessment Matrix

 


 

 


 

Other Information


Submission Requirements

You should:
• Ensure that you submit assessments on or before the due date.
• Always retain a copy of your assessment tasks. (hard copy and soft copy)
• When you submit work for assessment at RMIT University you need to use a cover sheet that includes a declaration and statement of authorship. You must complete, sign and submit a cover sheet with all work you submit for assessment, whether individual or group work. On the cover sheet you declare that the work you are presenting for assessment is your own work. An assignment cover sheet for submission of each assessment task is available on blackboard.
• Each page of your assessment should include footer with your name, student number, the title of the assessment, unit code and title and page numbers. For example, Julie Macpherson, 324567, Task 2, OHS2345C Ensure safe workplace, Page 1 of 10.

Late Submission Procedures
You are required to submit assessment items and/or ensure performance based assessment is completed by the due dates.


If you are prevented from submitting an assessment item on time, by circumstances outside your control, you may apply in advance to your teacher for an extension to the due date of up to seven calendar days.
More information: http://www.rmit.edu.au/students/assessment/extension
Form to use: http://mams.rmit.edu.au/seca86tti4g4z.pdf


Where an extension of greater than seven days is needed, you must apply for special consideration. Applications for special consideration must be submitted no later than two working days after the assessment task deadline or scheduled examination.
More information: http://www.rmit.edu.au/browse;ID=g43abm17hc9w
Form to use: http://mams.rmit.edu.au/8a5dgcaqvaes1.pdf


Resubmissions (VET Programs):
If you are found to be unsuccessful in a Course Assessment Task you will be allowed one resubmission only. Your teacher will provide feedback regarding what you need to do to improve and will set a new deadline for the resubmission. The highest grade you will receive if your resubmission is successful is “CAG”.
If you are still not meeting the assessment requirements you must apply to your Program Manager in writing outlining the steps you will take to demonstrate competence in your course. Your submission will be considered by the Program Team and you will be advised of the outcome as soon as possible


Adjustments to Assessment
In certain circumstances students may be eligible for an assessment adjustment. For more information about the circumstances under which the assessment arrangements might be granted please access the following website:
More Information: http://rmit.edu.au/browse;ID=7usdbki1fjf31

Marking Guide (competency):

You must demonstrate that you have all the required skills/knowledge/elements in the unit of competency you are studying.
You will receive feedback on each assessment task that will inform you about your progress and how well you are performing.

Marking Guide (Grading)
After achieving competency we then grade your performance in the unit and you will achieve one of the following grades:
Final Grades table:

CHD Competent with High Distinction
CDI Competent with Distinction
CC Competent with Credit
CAG Competency Achieved – Graded
NYC Not Yet Competent
DNS Did Not Submit for assessment

Further information regarding the application of the grading criteria will be provided by your teacher.




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Course Overview: Access Course Overview