Level 5 CMI 504 Managing Performance Assignment Exmaple
INTRODUCING ASSESSMENT
Managing the performance of staff is essential to the smooth running of an organisation. Assessment brief CMI 504 has been designed to evaluate the reasons for managing performance and the approaches that can be used. It explores methods of rewarding the performance of individuals who exceed
expectations, and analyses ways of managing under performance in a professional and supportive manner. This unit focuses on the way performance management, when used effectively, is able to impact on individual and organisational achievement.
Guideline word count
The written word, however generated and recorded, is still expected to form the majority of assessable work produced by Learners at Level 5. The amount and volume of work for this unit should be broadly comparable to a word count of 3000-3500 words within a margin of +10%. The excessive use of word count is not grounds for referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.
The following are excluded from inclusion in word count, if used and not required by the assessment brief an introduction to a job role, organisation or department, index or contents pages, headings and sub headings, diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the assignment and how this has impacted on the learner’s work.
Please see the CMI Assessment Guidance Policy for further guidance.
THE RATIONALE FOR MANAGING PERFORMANCE WITHIN ORGANISATIONS
When implemented effectively, performance management best practices result in a wide range of benefits for the organisation, managers and employees alike.
TASK 1
Write a compelling account using examples to justify the rationale for managing performance within organisations (AC1.1).
Guidance for completion of Task 1
● The account must include sub headings. You may choose to include tables and diagrams (as appropriate) to support your discussion.
● You are encouraged to consider your own experience of managing performance within organisations or the use of good practice examples from an organisation you know well or have researched.
● Please refer to the indicative content for each of the assessment criteria (AC) outlined in the unit specification.
FRAMEWORKS, DIAGNOSTIC AND EVALUATION TOOLS USED FOR PERFORMANCE MANAGEMENT
It is essential to understand the impact of legal and organisational frameworks, and the tools that can be used to support performance management in organisations.
TASK 2
Using well chosen examples, write a report entitled ‘Frameworks, diagnostic and evaluation tools used for performance management’.
The report must:
i. Examine the impact of TWO (2) organisational and ONE (1) legal framework on performance management (AC2.1)
ii. Evaluate TWO (2) diagnostic and evaluation tools which support performance management (AC2.2)
Guidance for completion of Task 2
● Base your response on your own experience of using frameworks, diagnostic and evaluation tools to manage performance or use well chosen examples from an organisation you know well or have researched.
● The report must include sub headings. You may choose to include tables and diagrams (as appropriate) to support your discussion.
● Important note: You are not required to examine the impact of all legal and organisational frameworks on performance management. You should focus on a minimum of TWO (2) organisational and ONE (1) legal framework which you feel are essential to the task.
● Refer to the indicative content for each of the assessment criteria (AC) outlined in the unit specification.
MANAGING PERFORMANCE
Performance has to be managed if individuals are to develop, maintain or improve their knowledge, skills and behaviours. It is not always an easy task.
At one end of the spectrum, individuals who exceed expectations need to be managed effectively so that they are able to maintain their performance and do not lose momentum. In contrast, individuals who consistently fail to achieve their targets or exhibit unsatisfactory behaviour will need to be managed in a structured way to improve their professional practice.
SCENARIO
You work as a manager for an operational department in a large organisation which has ambitions to gain recognition as a ‘Top 100 UK Employer’. The organisation has a loyal workforce and a low staff turnover, but there is an increasing rise in performance issues among the staff team. An in-depth review of human resource management practices and results of a staff survey have identified a number of issues
a. The need for managers to consistently apply good practice principles for performance management with special regard to making evidence based judgments, being fair to all (impartial), taking proportionate actions
b. There are increasing incidents of underperformance from some members of the team, for which the causes are not always known or understood
c. Managers have raised concerns over the challenges of managing the underperformance of team members, such as: having a lack of knowledge or understanding of the processes for performance management; trying to maintain business continuity when underperformance occurs; dealing with the emotional aspects of performance management (for example, alienation from colleagues, anger from staff who have been told that their performance does not meet the required standard)
d. The need to develop and manage individuals that consistently exceed expectations (especially when opportunities for promotion are limited).
TASK 3
Basing your response on the scenario on page 5, your own experience of managing performance in organisations or using well chosen examples from an organisation you know well or have researched:
Create a good practice guide entitled ‘Practical approaches for managing performance in the workplace’. The good practice guide will be used to equip other managers with an understanding of how to manage performance in
a professional manner and ensure that all staff are managed effectively.
The good practice guide must be presented in FIVE (5) sections:
A. Good practice principles for managing performance
To complete this section of the good practice guide, you are required to use examples to:
i. Discuss good practice principles for managing performance (AC3.1)
B. Formal processes for managing performance
To complete this section of the good practice guide, you are required to use examples to:
i. Examine THREE (3) formal processes for managing performance (AC3.2)
C. Signs and causes of underperformance
To complete this section of the good practice guide, you are required to use examples to:
i. Analyse the relationship between signs and causes of underperformance (AC3.3)
D. Approaches used to respond to challenges to managing underperformance To complete this section of the good practice guide, you are required to use examples to:
i. Evaluate approaches to respond to THREE (3) challenges when managing underperformance (AC3.4)
E. Techniques for developing and managing individuals who exceed expectations To complete this section of the good practice guide, you are required to use examples to:
i. Recommend TWO (2) techniques for developing and managing individuals who exceed expectations (AC3.5)
Guidance for completion of Task 3
● Base your response on the scenario on page 5, your own experience of managing performance in organisations or use well chosen examples from an organisation you know well or have researched.
● The good practice guide must be written using the sections identified within the brief. You may choose to include tables and diagrams (as appropriate) to support your discussion.
● You may include reference to relevant theoretical principles/models/frameworks as appropriate.
● Please refer to the indicative content for each of the assessment criteria (AC) outlined in the unit specification.
