RULES:

Part A:

• You must include in-text citations and a reference list for resources used in your responses to the questions.

• You must use Harvard Style referencing!
• Word Limit for PART A is 1500.
• PART A is a report style.

Part B:

1) In PART B write up to 20 detailed dot points for each heading (Q1,Q2,Q3).

Criteria:

This assessment is aimed at assisting students achieve the following learning outcomes:

1.     Accurately use the language of reward and performance management in verbal and written argument.

2. Critically assess reward and performance management principles and practices in terms of the competing interests of employers and employer associations, employees and trade unions, and governments and tribunals.

3.     Critically assess contrasting approaches to reward.

4. Identify contrasting approaches to the management of organizational and employee performance.

5.     Critically assess models of performance management and the processes through which organizations and systems develop, and reward employee performance.

6. An analytical answer that offers originality in synthesis or analysis and utilizes a multitude of relevant sources to justify arguments and produce a critical and intelligent piece of work.

Textbook

Shields. J, Rooney. J, Brown. M and Kaine. S. (2020) Managing Employee Performance and Reward: Systems, practices and prospects. 3rd Edition. Cambridge University Press.

Part A: Case Study

HFA Australia (HFAA) commenced operations nine years ago and sells a range of commercial and household products and services based on energy efficient technologies. HFAA is committed to playing a role in achieving carbon neutrality and to fostering a culture of trust and integrity, extending to all of its stakeholders. Consistent with these commitments, HFAA seeks to make a positive contribution to society through its energy efficient products and services. HFAA acknowledges that the contribution of its employees is paramount to its success in realizing these commitments. HFAA employs approximately 450 employees in a range of occupations including; sales, administration and trade. To date, with the exception of sales representatives, employees have been paid in accordance with relevant minimum award rates. Sales representatives are paid a base salary and monthly commission on the basis of sales results. All employees including sales representatives benefit from an annual profit-sharing plan that provides for a small cash payment bonus calculated on the basis of HFAA’s profit for the relevant period.

Over the last two years HFAA has experienced significant growth in sales but a notable increase in employee turnover, particularly in its sales support and trade employees. Apart from sales representative positions, all work is allocated and carried out on a team basis.

Exit surveys indicate dissatisfaction with the link between employee earnings and HFAA’s financial performance. Despite its success, HFAA has not developed a cohesive performance and reward management system.

Part A Question: For the purposes of Part A you are a consultant that specializes in performance and reward systems.

You have been engaged as a consultant to make recommendations on four (4) specific issues. Those issues concern:

• Collective and/or individual rewards (Shields et al chapters 8 and 9)
• Systems of performance measurement – results – competency (Shields et al chapters 3 and 4)
• Performance appraisal method and instrument (see appraisal instruments/examples as per assessment 2 and as relevant in Shields et al)
• Reward components (Shields et al chapter 7)

Part B:

In Part B please write detailed points for each heading (Q1,Q2,Q3) with the allocated books already given below. Link all references and evidence within the dot points. (Shields et al)

Q1 – managing underperformance – Shields et al Chapter 5

Q2 – the influence of performance and reward management systems on organizational performance – Shields et al Chapters 1 and 11.

Q3 – Organizational justice – Shields et al Chapter 2.

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