Assessment 2 Report on Performance Management Submission Guidelines Course: HRM Strategy and Implementation Course Code: HRMT 20008, Term 1, 2014 Course Coordinator: Dr Ezaz Ahmed ( On campus, Distance and Metropolitan Campus Students:  All assignments for HRMT 20008 must be submitted through Moodle site.

Assessment 2 Report on Performance Management Submission Guidelines Course: HRM Strategy and Implementation Course Code: HRMT 20008, Term 1, 2014 Course Coordinator: Dr Ezaz Ahmed ( On campus, Distance and Metropolitan Campus Students:  All assignments for HRMT 20008 must be submitted through Moodle site.  All assignments submitted electronically through Moodle must be through the Student Portal  Failure to submit electronically will be taken as a failure to submit, and therefore you may disadvantage yourself by not achieving a passing grade for this course.  NOTE: Copy detection software (TurnitIn) is used in this course and work found in contravention of the copying and plagiarism rules will be investigated. Severe penalties apply in the case of proven instances of copying, plagiarism and academic dishonesty.  Access CQUCentral to print a personalised Assessment Cover Sheet for each assignment submission. Instructions for generating your coversheet are at:  Students must submit their requests for extension of assignment submission date through the CQU system, no email or telephone request will be accepted. Policies and Procedures for Assessment:  Students must familiarise themselves with the following policies and procedures at  Assessment and examination policy and procedures –  Assessment of Coursework Policy  Assessment of Coursework Principles  Assessment of Coursework Procedures  Assignment preparation and presentation Guide for Students, Referencing style links:  The Faculty of Arts, Business, Informatics & Education 2011 Guide for Students  School of Business and Law generally uses the Harvard (Author/date) style of referencing except for education, history and law courses. More information on the styles used by various schools can be found at  Applying for assignment submission extensions, Assessment grading and Plagiarism links,-business,-informatics-andeducation/assessment Important Dates: Assignment 1 Essay Submission Date and Time: Week 6: 11 April, 2014, Friday, 11.45 pm AEST (Australian Eastern Standard Time) Assignment 2 Report Submission Date and Time: Week 12: 23 May, 2014, Friday, 11.45 pm AEST (Australian Eastern Standard Time) Contacting Teaching Staff During the course, students should initially contact their local teaching staff to answer any queries related to the course that they may have. Contact details for local teaching staff can be found on the Moodle course website. If local teaching staff cannot fully answer the query or it is of a personal nature, students can contact the Course Coordinator Dr Ezaz Ahmed. Flex/ Distance students should contact Dr Ezaz Ahmed with their questions reading the course, its content, and assessments and here is Dr Ahmed’s contact information: Dr Ezaz Ahmed Head of HRM Discipline School of Business and Law Central Queensland University, Melbourne Campus 108 Lonsdale Street, Melbourne, VIC 3000 Email: Tel: +61 03 8662 0838 (office), Mob: 0431745329, Skype: ahmedezaz Student Contact The university allocates every student an individual email address, the format of which is (e.g. This is the official email address that the university will use for all email correspondence. Student emails can be accessed through Students are expected and requested to check their official email address on a frequent and consistent basis (at least once weekly). Students are encouraged to review the new Student Email Principles university policy relating to email communication at which has been introduced to ensure all course and program updates are received. Regular student access to email is required for this course. Regular student access to the Internet is required for this course. Students are expected to follow a self-directed study schedule which meets the required deadlines. Students’ use of the course website is mandatory. This is provided using the Learning Management System (LMS) which can be accessed through the MyCQU Student Portal: HRMT 20008 uses Moodle extensively. If you have difficulty logging into Moodle, please contact Helpdesk on (07) 4930 9233, 1300 666 620 Monday to Friday between 7.30 am to 5.30 pm. Assessment item 2 — Report on Performance Management Due date: 23 May, 2014, Friday, 11.45 pm AEST, Week 12 Weighting: 50% Length: 3000 words ±10% (excluding title page, reference list and appendices), presented in report format Reference Style: Author-Date Style (Harvard Referencing Style) only Objectives This assessment item relates to course learning outcomes numbers 1 to 5. Purpose The primary purpose of this assessment task is to help students develop skills to apply HRM strategies within a contemporary organisational framework. The assignment also develops insights into implementation of performance management strategies and helps to understand the importance of those insights for the HR professionals, incorporate appropriate individual and organisational HRM strategies within an organisational context by way of analytical report and finally critically and analytically evaluate the relevance of new theories, design methods, HR laws and concepts within human resource management. The secondary purpose of this assignment is to give students the opportunity to develop research, analysis, selfmanagement and problem identification skills, as well as skills in presenting an argument for performance management within the framework of a business report. Before starting this assessment please read the marking criteria and refer to Report Writing on the Communications Learning Centre website: The course website (Moodle) also provides useful information in regard to the development of this assessment item. Description Assessment task 2 requires the writing of a business report. The report should be designed as a management document that can be used to implement recommended changes. It should include a comprehensive analysis of the current situation using HRM theory, performance management models, strategies and frameworks. The report should clearly explain the various options available and analyse the consequences of these. Students are expected to engage in extensive research within the academic literature relating to strategic human resource management, performance management, employee performances, employee feedback and other relevant theories, models and frameworks. Details The assessment item is based on the case study titled Performance Management at Heinz Australia. The case and assignment requirements are included in the document and can also be accessed through the course website. You should read, and carefully analyse, the case and respond to the issues presented at the end of the case study within the context of a professionally presented business report. You are required to support your argument with appropriate theoretical discussion and references. The assignment should contain a coherent, but necessarily restricted review of the academic literature on the Strategic Human Resource Management topics in question. The literature review should be integrated into the assignment, not a separate section. A reference list formatted in the prescribed Harvard style is compulsory. Do not include a bibliography. Further information regarding formatting of assignments and other information is available at This assessment item involves researching your assigned topic to enhance your understanding of Human Resource Management (HRM) concepts, strategies and utilisation of academic literature. Whilst you should avoid using only textbooks, the prescribed textbook for the course should be cited in regard to broad human resource management principles. You will be expected to present information and evidence from, and cite, at least fifteen (15) relevant peer-reviewed, academic journal articles, academic references (minimum requirement). The quality and number of citations will demonstrate the breadth and depth of the literature used to answer the questions. Your marker is interested in the analysis that you have developed from your review of the literature and how well you use the literature to respond to the topic. It is suggested to avoid presenting a descriptive account only of your readings. What is required in this assessment is a critical evaluation of the academic literature as it relates to the specific details of the case study. Your marker is interested in the conclusions that you arrive at from your evaluation of the literature and of the case study. Case Study: Performance Management at Heinz Australia Fair Work Australia (FWA) has found it was unfair for HJ Heinz Company Australia to dismiss a sales manager named Moretti who refused to be performance managed because he feared it was designed to trigger his exit from the company. In ordering the reinstatement of the former West Australian sales manager- Moretti, employed by Heinz from 1983 until his dismissal in August 2011, FWA Deputy President Brendan McCarthy said the performance grounds relied on by management had been ‘imperfectly, if not carelessly, formed for an employer of Heinz’s size’. One of the reasons Heinz management gave the hearing for insisting on an individual performance management plan for the manager was a low score in his annual review. However, this score was not an individual performance rating, but a company-wide rating that gave all employees the same score. ‘It could not be a justifiable reason or even part of a reason for the development of a plan solely for [the sales manager- Moretti]’, McCarthy said. After taking part in an annual performance review in May 2011, Moretti attended a meeting in early June with the retail sales general manager who, according to Moretti, told him that there was no longer a job for him and he should resign or he would be performance-managed out. Heinz provided no evidence from the retail sales manager to dispute the employee’s account of this meeting, which included notes made immediately after the meeting. In July and early August, a series of meetings and communications took place between Moretti and Heinz during which he was told the company had some performance concerns, but these would be discussed once he had agreed to sign an individual performance management plan. Moretti repeatedly asked for details of the performance concerns and expressed his fear that the company was going to use this process to force him out. Ultimately, he was given until 17 August to sign the plan or be dismissed. Heinz argued before McCarthy that the dismissal occurred because Moretti refused to take part in discussions about performance concerns or sign up to an individual performance management plan. However, McCarthy said that he did not accept Heinz’s argument, but believed that it was instead based on a possibly flawed view that his performance required improvement. He said that the company chose not respond to repeated requests by Moretti for details of the performance concerns the company purported to have, insisting that he instead sign the performance plan before further discussions. When Moretti refused to sign, company management told the hearing there was no other option but dismissal. ‘I disagree. There are alternative actions Heinz could have taken’, McCarthy said. He said the employee (Moretti) had ‘good reason’ to be suspicious about the company’s intentions. ‘He (Moretti) had not been subjected to any performance plans of this nature in the past, no other managers were being subjected to performance plans, his experience was that when employees were subjected to performance plans it was because of poor performance plans and importantly [the retail sales manager] had told him he was going to be performancemanaged out of Heinz’. McCarthy said the company had not satisfied him that reinstatement was not possible and ordered that the company appoint him to a position on no less favourable terms and conditions and repay the remuneration the manager had lost between his dismissal and reinstatement. (Frank Moretti Vs. HJ Heinz Company Australia Ltd. 2012, FWA 1016, February 7, 2012, Task: You are asked as an independent consultant to conduct a critical review of the company’s employee performance management strategies for Heinz Company Australia and recommend the way forward. Write a business report that answers all the three questions: 1. How was Heinz’s approach to performance management invalid in relation to Moretti’s job? Explain your answer in relation to significance of strategic performance management, appraisal and employee feedback in organisational context. 2. How was Heinz’s approach towards employee performance management unreliable? Discuss your answer that relates employee performance management and its impact on strategic human resource management and organisational performances. 3. Identify the ways in which Heinz’s employee performance management could be improved. As part of your answer, make sure you explain carefully how the company should implement your recommendations because so much of success in this area depends on the ‘how’ of any strategy is implemented. All the answers must be written with supporting academic references HRMT 20008 – HRM Strategy and Implementation Assessment item 2 – Marking criteria for Report on Performance Management Case Study: Performance Management at Heinz Australia Name…………………………………… Student No.…………….. Your report will be assessed on the extent to which it meets each of the following criteria: Main and Sub-Criteria Marks Main Criteria: A thorough knowledge and understanding of the problem(s) identified in the case study. Report demonstrates an understanding of HR strategies, performance management strategies and Management concepts. (10 marks) 2 4 6 8 10 Sub-Criteria:  Student identifies, integrates and justifies the relevant strategic HRM theories, models and arguments to analyse the questions asked in the case study. The report should also include a comparison/ justification of proposing strategic HRM theories pertinent to employee performance management, employee performance, employee feedback models, theories and frameworks.  Student describes and justifies the strategic HRM models, theories they have chosen to answer the case questions and presents in a logical manner with a clear beginning, discussion and conclusion. Main Criteria: Appropriateness of responses to the case study problem. Solving the problem, development of a convincing report, using supporting evidence; recommending practical and creative solutions to the HR problems. (10 marks) 2 4 6 8 10 Sub-Criteria:  Students scholarly demonstrate critical analysis of theories and models and justification of decisions using a wide variety of sources and own reflection to answer the questions and in favour of their arguments.  Students should develop logical arguments in a scholarly fashion supported by evidences.  Students should draw conclusion, arguments in a scholarly manner. Main Criteria: Report demonstrates the application of strategic HR or Management concepts to solve the HR problems (performance management) in the case. Implementation steps of recommended strategies mentioned in the report. (10 marks) 2 4 6 8 10 Sub-Criteria:  Students show in depth, excellent knowledge on strategic HRM models, employment relationship theories and apply those in the context of the case study to describe the employee performance management, relations, attitude/ position.  Students portray highly accurate knowledge and fully comprehensive understanding of the linkages among different aspects of strategic HRM and apply those while answering the case study questions related to which management style will be appropriate and why? And also how to implement the strategies. Main Criteria: Demonstrates an understanding, application of HR challenges, issues and practices associated with various directional strategies. (10 marks) 2 4 6 8 10 Sub-Criteria:  Student clearly demonstrates understanding of the HR challenges and applies relevant theoretical concepts related to strategic HR in relation to managing HR issues in the subjected case study/ organisation.  Student utilises academic references to support their arguments. Main Criteria: Demonstration of additional research beyond the course material and textbook including use of recent and relevant peer reviewed academic journal articles, academic references (minimum of fifteen (15)). (5 marks) 1 2 3 4 5 Sub-Criteria:  Students engage with strategic HRM literature  Student demonstrates a sound knowledge of strategic HRM and aspects of strategic HRM , negotiation strategies through application of the relevant literature  Students introduce, discuss and integrate recent, relevant 15 peer reviewed academic journal articles, academic references (books, book chapters etc.) in their discussions Main Criteria: Presentation, including referencing, formatting, layout and grammar. (5 marks) 1 2 3 4 5 Sub-Criteria:  Student presents a structured and logical discussion of the analysis within a business report structure  Headings and subheadings as appropriate and aligned to your structure of arguments.  An appropriate introduction and comprehensive conclusion  A well-structured concise and clear expression of argument (s).  In Introduction, clearly mentioned the purpose of the report with a guideline of the report  logical flow of information among different sections and in conclusion, mention and reinforce the ideas presented in the report and no new ideas being mentioned or explained in conclusion part.  Clarity of expression, spelling and grammar  Referencing: – All in-text referencing is correct – Harvard reference system – Reference List is alphabetical and uses Harvard referencing system – Length approximately 3000 words for the body of report (not including Title page, Executive summary, Table of contents, References or Appendices) TOTAL: /50

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