Bsbhrm512 Performance Management Processes: Learning Assessment Answers
Q 1.
List below three (3) characteristics of a learning organisation
Q 2
List and describe below policies and legislation that could be relevant to performance – management
Q 3.
Identify and explain two (2) models for giving feedback and options for skills development.
Q 4.
Describe two (2) options in the design of performance management
Q 5.
Outline below the role of performance management in relation to broader human resources and business objectives
Q 6.
Describe how you would support line managers to counsel and discipline employees who continually perform below standard
Answers:
1.
Following are the three characteristics of learning organization-
- Learning organization possess feature i.e. well-built culture, emphasizing on creativity, experimentation, and risk taking.
- Another trait of the learning organization is adopting information system that helps in improving and supporting practices that move beyond work culture of traditional businesses (Beer, Boselie and Brewster, 2015).
- Also, learning organization involves characteristic i.e. human resource practices that help in sharing new skills and knowledge with other workers to attain long term growth.
2.
Following are the policies and legislation related to performance management-
- The Skill Development Act, 97 of 1998 develops a crucial part of a legislative framework. However, it works more an indirect manner. The aim of this act is towards developing employee’s skills for enhancing their quality of life and other prospects related work (Bratton and Gold, 2012).
- The policy of performance accountability and commitment highlights the procedure towards assisting the personnel in improving their inadequate performance. Further, steps need to be undertaken for bringing appropriate improvements within stipulated time.
3.
Two models for giving feedback and options for skills development such as-
- Model of training- By means of training, employees can be provided with the feedback on the skills that need to be developed by them. Further, various options are being offered to workers that can help them in enhancing their skills.
- Model of mentoring- Through this model, the superiors would offer feedback regarding the skills which employees lack. Moreover, they provide advice on practices that can be employed for enhancing the same (Brewster, Brookes and Gollan, 2015).
4.
Following are the two options in the design of performance management-
- Engaging key stakeholders- Involvement of such in designing performance management system is crucial to the success of business. Engagement of the stakeholders is crucial as they rely upon return on the investment made by the organization. This can be only through enhancement in employees performance (Gruman and Saks, 2011).
- The Purpose for management- When designing performance management system it is essential to define the goals of the particular system so that direction can be provided to work i.e. being performed by the higher authority (Guest, 2011).
5.
The firm at present is required to manage their performance and bring development within employees. Objective and task of managers and personnel need to be in alignment with strategy of the firm. The responsibility of HR is towards developing consistent and painless performance management system within an organization. Suitable performance management enables the workforce to establish and support the association among strategic business targets and employees personal goals (Holland, Cooper and Hecker, 2015).
6.
When staff members work performance is not meeting a satisfactory standard, a suitable procedure of investigation and corrective measures need to be taken. The action needs to conform the particular legislation and by the principles of natural justice and as well as possible fairness (Dizgah, Chegini and Bisokhan, 2012). In this relation, the role of training plays a crucial part to enhance discipline and work performance of the personnel performing below standard.
References
Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management. 54(3). pp.427-438.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.
Brewster, C., Brookes, M. and Gollan, P. J., 2015. The institutional antecedents of the assignment of HRM responsibilities to line managers.Human Resource Management. 54(4). pp.577-597.
Dizgah, M. R., Chegini, M. G. and Bisokhan, R., 2012. Relationship between job satisfaction and employee job performance in Guilan public sector. Journal of Basic and Applied Scientific Research. 2(2). pp.1735-1741.
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