management

1 Spring 2024

Assessment Brief

Managing Performance

through People

2 Spring 2024

Managing Performance through People 5HR515 Contents Module Leader .................................................................................................................................. 3

Key dates and details ......................................................................................................................... 3

Description of the assessment ........................................................................................................... 3

Assessment Content .......................................................................................................................... 4

Assessment Rubric ............................................................................................................................ 5

Anonymous Marking ......................................................................................................................... 8

Assessment Regulations .................................................................................................................... 8

Formative Feedback .......................................................................................................................... 8

Appendix 1: Assignment Case study...................................................... Error! Bookmark not defined.

Ferdinand Bilstein UK – Logistics Centre (Markham Vale) ..................... Error! Bookmark not defined.

3 Spring 2024

Module Leader Sheena Bevitt EUBS ML: Oriol Paré

Key dates and details

Assessment Type: Management Report

Word count/Length Your answer must be between 2,000 and 2,500 words long. (NOTE: 2,500 words is the MAXIMUM word limit. There is no +10% allowance.)

Learning Outcomes: 2 & 3

Submission Method: Electronic submission through Turnitin on blackboard.

Please go to the ‘Assessment’ section on blackboard

for the submission ortal.

Description of the assessment This module prepares you to analyse the causes of poor performance within organisations and the principles and practices of effective performance management. By the end of the module you will be able to explain how these practices can be integrated into high performance work systems (HPWS) and analyse barriers to high performance working and the development of high performance cultures.

You are required to write a management report to demonstrate learning outcomes 2 & 3:

• Analyse the signs, causes, principles and practices of performance management in a modern organisation, the impact of practices on key stakeholders, and how work and people performance can be measured

• Outline the concept and components of a High Performance Work System (HPWS) and evaluate evidence of their impact and effectiveness and barriers to their successful implementation.

You should apply your answer to the Lakeland Hotel case study. We will work with the case study during lectures and seminars as a teaching and learning aid.

4 Spring 2024

For students on the HRM pathway, successful completion of this assignment is also mapped against the CIPD core knowledge indicators KO2.02A, KO4.04A and KO4.07A.

Assessment Content

Task

Analyse the indicators and possible causes of performance problems at the Lakeland Hotel. Advise the senior management team how they could build an effective High Performance Work System to address the problems you have identified.

Your response should consider:

• The multiple possible causes of poor performance and how this shapes the approach to managing performance within an organisation

• The concept and key components of a HPWS • Possible barriers to the successful implementation of the system you recommend

Your answer must be:

• Presented as a management report of 2,000 – 2,500 words (NOTE: 2,500 words is the MAXIMUM word limit. There is no +10% allowance on these questions.)

• Supported with relevant literature using the Harvard Referencing system. This requires citations (references to relevant literature) within the answer itself which then must also be listed in full in a reference list at the end of your work. Work will not be awarded a pass grade at this level of study without a clear demonstration of this skill

Work will be assessed using the undergraduate marking scale shown in section F3 of the assessment regulations for undergraduate programmes and the assessment rubric shown below.

Spring 2022

Assessment Rubric

Outstanding 90- 100%

Excellent 70-89% Very Good 60-69% Good 50-59% Satisfactory 40- 49%

Unsatisfactory <40%

Knowledge

Evidence that the student has:

Understood the topic area

Supported their work with relevant research and reading

• Detailed understanding of topic area backed up with relevant references

• Research beyond scope of module materials

• Draws links to other modules

• No further development of answer required

• Wide topic knowledge from the module

• Draws different concepts together effectively

• Strong use of relevant theoretical models and/or research

• Fully referenced with wide range of sources

• Strong evidence of independent research

• Draws together some of the key topics from the module

• Some use of theoretical models and/or research to support answer

• Evidence of some independent research but largely guided by references provided in the module

• Adequate use of module topics

• Some gaps in knowledge or misunderstanding of concepts

• Some evidence of research and reading but may be overreliance on core textbooks/overuse of direct quotes etc.

• Limited use of topic knowledge from the module/lack of detail

• Some significant gaps in knowledge or misunderstanding

• Limited or poor evidence of research and reading

• Overreliance on lecture slides and notes

• No/ very limited use of topics from the module to answer the question

• No/very limited supporting literature

Critical Thinking

Evidence that the student has:

Questioned their sources,

• Extensive critical evaluation of arguments and cited literature

• Fully balanced argument

• Researched and answered from different angles.

• Questions some of the research sources used

• Well balanced argument

• Explores some alternative arguments, advantages/disadvanta ges, pros and cons etc.

• Some evidence different approaches to answering the question are understood

• Acknowledges a few alternative arguments to the answer e.g. advantages and disadvantages, pros and cons

• Very limited identification of alternative arguments

• Accepts reference sources at face value

• A one sided answer with no consideration of alternative arguments

6 Spring 2024

arguments and solutions

Application

Evidence that the student has:

Pulled ideas together effectively to answer the question

Provided appropriate examples where necessary/helpful

• Thoughtful and thorough application of knowledge, theory and research to case study/question throughout

• Tailors information to answer the question fully/explore the case study

• Illustrates answer with range of organisational examples

• Links in relevant personal examples/experienc es

• Uses some appropriate organisational examples discussed during the module

• Uses personal examples but may not always link this back to theory/literature

• Integration of theory/research may still be disjointed

• Examples are limited or lack relevance

• Case study is mentioned but poorly integrated into the answer

• Lacks examples • Very limited

reference to case study organisation

• No or inappropriate use of examples

• No links to case study organisation

Evaluation

Evidence that the student has:

Identified strong and relevant information to

• All concepts and material fully relevant to the analysis and recommendatio ns including materials sourced from

• All chosen ideas are relevant to the answer

• Answers the question fully covering all key concepts

• No evidence of ‘padding’ with

• Uses some relevant ideas

• Chooses appropriate concepts and makes an attempt to answer the question

• Information is mostly relevant to the question

• Only minor missing elements

• Some effort to answer the question

• Some missing, weak or irrelevant elements

• Links to answer are unclear in places

• Key elements of the question remain unanswered/under developed

• Confused choice of concepts to answer the question

• Largely irrelevant ideas

• Does not answer the question that was asked

• Covers concepts which are not relevant to the answer.

7 Spring 2024

answer the question

Left out weak or unnecessary information

independent research

irrelevant information

• Minimal ‘padding’ with irrelevant information

• May ‘pad’ with irrelevant information

• Important concepts may be difficult to pick out

Communication

Evidence that the student has:

Put their ideas across clearly on paper

• Outstanding, sophisticated written communication

• No significant areas for further development

• Logical organisation and flow of ideas

• Error free written communication

• Precise Harvard Referencing

• An enjoyable read

• Largely well-structured answer

• Only minor spelling/grammatical errors

• Good grasp of Harvard Referencing

• Mainly easy to read and follow

• Some spelling/grammatic al errors but do not significantly interfere with understanding

• Some attempt to Harvard Reference

• Difficult to read and follow in places

• Repeated spelling/grammatic al issues

• Weak Referencing skills

• Difficult to read and follow

• Very difficult to read and follow

• Extensive problems with written presentation

• No or incorrect Referencing

Spring 2022

Anonymous Marking Submissions in Turnitin and Blackboard

You must submit your work using your student number to identify yourself, not your name. You must not use your name in the text of the work at any point. When you submit your work in Turnitin you must submit your student number within the assignment document and in the Submission title field in Turnitin.

Assessment Regulations The University’s regulations, policies and procedures for students define the framework within which teaching and assessment are conducted. Please make sure you are familiar with these regulations, policies and procedures.

Formative Feedback Coursework Planning will be covered in the 2 hour ‘lecture’ session on Tuesday 23rd April, supported with a planning document. You will have the option to show your seminar leader your planning document for formative feedback during your seminar session in week commencing 6th May.

Spring 2022

Appendix A: Case Study Daphne Jones has recently been appointed as HR manager of the Lakeland Hotel, a 50 bedroom, four-star county house hotel, located in beautiful parkland in the Lake District National Park. The hotel provides conference and banqueting facilities and is a popular wedding location. It employs a range of full time, part time and temporary seasonal staff across 5 departments: Events and Banqueting, Rooming and Reception, Housekeeping, Food and Beverages, HR and Administration. It is owned and operated by the Exclusive Hotels Group (EHG) which aims to develop each of its hotels to be “the regions number one venue choice for events and conferencing”. This is delivered through a strategy of personalised customer service experience, bespoke events packages, competitive pricing and an outstanding accommodation and restaurant experience.

EHG operates a formal annual appraisal scheme which, as part of a new performance management system, has been linked to an individual performance related pay scheme. In 2023 each member of staff received a four per cent salary increase irrespective of performance to take account of the increased cost of living. The hotels line managers then assessed each member of staff in their team as either Excellent, Good, Satisfactory or Unsatisfactory based on their individual performance over 12 months and this was used to determine any additional performance related increases. ‘Excellent’ employees therefore received a full salary increase of 5.5% (4% cost of living + 1.5% performance) and ‘good’ employees received 5% (4% cost of living + 1% performance).

An interim appraisal review is also conducted after six months. The purpose of this review is to focus on the career aspirations and learning and development requirements of employees. These are conducted by the same line manager as the main review who are then responsible for feeding back relevant information to the HR department which is used to write the hotels talent development strategy. EHG operate both a graduate and internal programme to help them develop their future managers and leaders.

Despite these performance management practices, the hotel manager has discussed ongoing performance problems with Daphne. The hotel has received some poor reviews from guests concerning levels of customer service and room cleanliness on Trip Advisor UK:

“The staff try hard but lack the professionalism of a 4/5 hotel to compete. I will stay in the hotel at the other end of the lake next time as much better value for money in my opinion.”

“Yesterday I forgot my key. After running miles to the reception, they gave me another key which still didn’t work. No fresh orange juice at breakfast.”

“Booked four nights for a very special occasion but checked out after two truly disappointing days. Service was not friendly or prompt. Our room had a flickering bathroom light that was never replaced.”

“I was surprised that standards have slipped so much. Staff are no longer friendly and ’on the ball’. I couldn't relax in my room as I was repeatedly interrupted by staff checking the room. Indifferent service in the bar, very slow checkout caused by only one member of staff being available to serve many customers. When an extra

10 Spring 2024

member of staff did appear to help with checkout and I mentioned the long delay she commented that she was busy on the phone.”

Perhaps unsurprisingly given these reviews, the hotel is also suffering from declining room occupancy rates which is now attracting negative attention from head office.

As a starting point to her investigations, Daphne has reviewed the latest employee engagement survey and has noted some apparent problems. In particular, Daphne has noticed that the engagement scores from the hotel rooming and reception department are lower than in the rest of the hotel. The scores for this department are also worse than in the previous year’s survey.

R oo

m in

g an

d R

ec ep

tio n

H ot

el

E H

G

% agree % agree % agree

1. I know what is expected of me at work 63% 74% 78%

2. I have the materials and equipment I need to do my work right 67% 68% 70%

3. At work, I have the opportunity to do what I do best every day 71% 94% 84%

4. In the last seven days, I have received recognition or praise for doing good work

35% 64% 72%

5. My supervisor, or someone at work seems to care about me as a person 42% 72% 70%

6. There is someone at work who encourages my development 47% 68% 70%

7. At work, my opinions seem to count 29% 76% 73%

8. The mission or purpose of my company makes me feel my job is important 73% 75% 74%

9. My associates or fellow employees are committed to doing quality work 84% 88% 84%

10. I have a best friend at work 91% 94% 85%

11. In the last six months, someone at work has talked to me about my progress 41% 65% 68%

12. This last year, I have had opportunities at work to learn and grow. 46% 70% 72%

11 Spring 2024

The EHG regional manager responsible for the Lakelands hotel tells Daphne he was involved in the appointment of an ambitious new manager to Rooming and Reception approximately 3 months ago. They have good hotel experience, working previously as a receptionist for three years in one of the company’s sister hotels, followed by 2 years as a team leader/supervisor in events and banqueting at one of their prestigious city centre venues. He tells Daphne he has been pleased with this new manager’s progress. They are able and energetic and have already improved the efficiency of their work section by quickly re-organising some of the procedures and improving the methods used in the department.

Daphne checks the HR records and sees that paperwork has been returned indicating that this manager has completed the annual appraisals on all of his staff on time and she notices that they have all been set the same objectives around accuracy on paperwork and computer booking processes. While there are entries in the appraisal paperwork in the section on development there have been no requests for training and development from the department according to her training administrator. Checking the key HR metrics for the department she also notes that sickness absence in this department has increased well above the hotel average. On average the department has lost 9 days per year to sickness absence compared to 7.1 in the hotel as a whole.

Daphne presses the Regional Manager for more information about the young manager and he tells her that, on reflection, he walks around the department whenever he is in the hotel and on several occasions he has passed by the manager talking to staff members and noticed the tone of their voice was sharp. Now he thinks about it, on a couple of occasions he thinks some of the staff members might actually have looked upset. He has also over- heard conversations between staff members where the manager’s name has been mentioned in connection with bad attitudes. Just the other day an accounting clerk made some harsh comments about the manager’s attitude and complained about the way he had spoken to her when he identified an error in her banking paperwork. He says he has observed the manager holding morning meetings with his team but these seem to be quite short and focused on the allocation of tasks for the day.