Insane Music runs a chain of retail outlets around the country. The management structure for the organisation consists of the executive team, state managers and store managers. There are currently 10 stores in Queensland, 14 in New South Wales, nine in Victoria, four in South Australia, and four in Western Australia. Each store runs on a number of permanent full-time sales and administrative staff, plus a number of casual and part-time sales staff.
The management team are looking at introducing a performance management system to improve management and staff performance against business objectives and manage under-performing employees. They are also interested in incentive programs to encourage high performance.
The company’s strategic plan includes:
As a business consultant, you have been asked to develop a suitable performance management system for Insane Music.
A medium-sized professional accounting practice hires you as a human resources consultant. The firm has three partner accountants, eight junior accountants and eight administration staff in various roles including office management and administration support (including a junior office clerk), financial control, customer service and marketing.
Two of the administration staff have concerns in relation to their respective roles. The customer service team member feels under-qualified and has no one to ask about service issues, as most staff are from a financial background. The junior office clerk wants to clarify his career goals and establish an appropriate direction, but this hasn’t been actioned by the firm.
The reason the three partners have asked for your help is that they are having trouble managing the performance of their staff. Specifically, they don’t have an effective or efficient way in which to listen to, record and use feedback from their staff. In addition, none of the partners are able to devote sufficient time to the overall performance management process and would like to pass responsibility for performance management to the administration manager.
Complete the following tasks for the partners to implement a new system.
Identify appropriate disciplinary or counselling actions for the following situations and list the support you could provide a line manager.
|Situation||Disciplinary action||Support provided|
|Having to be reminded two to three times a day to complete a routine task|
|Speaking briefly and curtly to customers and colleagues, especially during busy times|
|Frequently arriving late for work|
|Not answering the telephone within four rings and not identifying the department|
|Failing to meet sales targets four out of the last five occasions|
John is an employee of 20-years standing with Smithhurst Construction. He has performed numerous roles for the company including foreman, site manager and technical training officer. John is from the ‘old school’ and is not keen on adopting new technology.
Recently the organisation automated their training and reporting systems. Smithhurst has held internal training sessions to up-skill employees but John has not attended any of these.
As John’s manager, you approach him regarding the inappropriateness of his behaviour and he agrees to undertake the performance development activities that you recommend. The HR manager informs you that company policy for external training requires ‘return on investment’ justification for every request.
“EEO (Equal Employment Opportunities) and Anti discrimination plays a vital role in performance management processes “… express your opinions.
We usually chose the best method of discussion with stakeholders while we finalise and implement the performance evaluation in workplace .Why the best methods always required to implement performance evaluation in the workplace ?
Discuss this statement in regards to For and Against and provide reasons in both cases .
Example : What if we chose the best method to implement ?or Not to chose the best method ?
Your answers should align with the For and Against the Statements </s