Write a compelling account using examples to justify the rationale for managing performance within organisations
Unit CMI 504 Managing Performance
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KEY INFORMATION FOR LEARNERS
Overview of assessment tasks
Each task in this assessment brief has been developed to enable you to evidence achievement of the learning outcomes and assessment criteria for CMI 504: Managing Performance . Each of the assessment criteria must gain a pass outcome for you to successfully achieve the unit.
Preparation for the assessment
Before you begin the assessment brief please read the CMI 504 unit specification thoroughly as only the content related to the achievement of the assessment criteria will be assessed.
Research the topics being assessed. Suggested reading/web resources are provided on the CMI 504 unit specification. Your tutor may signpost you to relevant resources. Additionally, you may access excellent online resources at ManagementDirect https://members.md.cmi.org.uk. Please note that if you have a customised site the link will differ, please contact your Centre for clarification.
If you are enrolled on the Trailblazer Apprenticeship programme you are encouraged to review the Apprenticeship Standard for Operations/Departmental Manager.
Completing the assessment brief
The assessment brief contains a series of tasks which are clearly referenced to the relevant assessment criteria and indicative content.
Refer to the Assessment Guidance Table at the end of the assessment brief which outlines the requirements for a Pass or Refer.
Evidence must be provided in the evidence booklet. Additional work based evidence such as plans or documentation (which has been referred to within the main text) should be included at the end of the booklet marked ‘Work Based Evidence’. Appendices are not a requirement of this assessment brief. If appendices are included these will not be marked or moderated by the CMI.
Work based evidence must be accompanied by a supporting statement in the learner evidence box, to explain the link to the assessment criteria. Work based evidence (where required by the task) must not exceed SIX (6) pages. Files embedded in the booklet must not exceed 10MB.
The evidence booklet must be completed in a professional manner (e.g. applying business conventions for writing formal reports) and by using Microsoft Word, Rich Text Format or another compatible software programme and not in a PDF format.
An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of quotations or models can be verified.
Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted).
Learner support
For information regarding policies and procedures for assessment (e.g. special assessment arrangements, learner support, appeals, complaints, certification, confidentiality, plagiarism) you should contact your tutor or Centre manager and refer to the CMI Level 5 in Management and Leadership syllabus.
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INTRODUCING ASSESSMENT BRIEF CMI 504
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.
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ASSESSMENT TASKS AND WORD COUNT
Assessment brief CMI 504 features the following assessment tasks. Further detail is provided against each assessment task within the brief.
Assessment Task
Learning outcomes covered by assessment method
Assessment criteria
Guideline word count
1
Write an account which justifies the rationale for managing performance
LO1 Understand the rational for managing performance within organisations
1.1 Justify the rational for managing performance within organisations
Approx. 500 words
2
Write a report entitled: Frameworks, diagnostic and evaluation tools used for performance management
LO2 Understand frameworks, diagnostic and evaluation tools used for performance management
2.1 Examine the impact of legal and organisational frameworks on performance management
Approx. 1000 words
2.2 Evaluate the diagnostic and evaluation tools which support performance management
3
Write a good practice guide entitled:
Practical approaches for managing performance in the workplace
LO3 Know how to manage performance
3.1 Discuss good practice principles for managing performance
Approx. 2000 words
3.2 Examine the use of formal processes for managing performance
3.3 Analyse the relationship between signs and causes of underperformance
3.4 Evaluate approaches to respond to challenges when managing underperformance
3.5 Recommend techniques for developing and managing individuals who exceed expectations
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.
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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.
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.
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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:
Examine the impact of TWO (2) organisational and ONE (1) legal framework on performance management (AC2.1)
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.
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.
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 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).
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:
1. 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:
1. 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:
1. 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:
1. 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:
1. 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.
Refer
Pass
The submission is incomplete
Tasks are incomplete
Not all assessment criteria have been met
No examples are used or the examples given do not match the requirements of the assessment criteria
Evidence is
Unclear
Technically incorrect or inaccurate
Biased
Unprofessional language
Poorly structured and presented
Ideas are under-developed
Lacks sufficient detail to show understanding of the topic
The application of different perspectives, approaches or schools of thought is unclear or inappropriate
Little or no evaluation of evidence has taken place
The ability to make judgments and solve complex problems has not been evidenced
Evidence is not directly attributable to the learner
External sources of information are not acknowledged
Work based evidence or artefacts (e.g. planning documents or presentation slides) do not meet the requirements of the assessment criteria and are not current (within 5 years)
All tasks have been completed
All assessment criteria have been met
Examples given are well chosen and match the requirements of the assessment criteria
Evidence is
Well written and presented
Contains a breadth of examples
Accurate
Current (e.g. use of up to date legislation)
Authentic
Inclusive
Coherent
Credible
Technically correct
Evidence shows understanding and application of different perspectives, approaches or schools of thought and the reasoning behind them.
Evidence shows the learners ability to evaluate evidence and solve problems to achieve set outcomes.
Evidence used from external sources has been correctly referenced
Evidence is directly attributable to the learner
Work based evidence or artefacts (e.g. planning documents or presentation slides) match the requirements of the assessment criteria and are current (within 5 years)
Sample Answer
Write an account which justifies the rationale for managing performance
LO1 Understand the rational for managing performance within organisations
1.1 Justify the rational for managing performance within organisations
Managing performance within organisations is essential to ensure that employees contribute effectively towards the achievement of organisational goals. The rationale for managing performance stems from the need to align individual objectives with broader business strategies, improve productivity, and foster a culture of continuous improvement. A structured approach to performance management allows organisations to clearly define expectations, assess employee contributions, and provide support where necessary to enhance performance.
One key reason for managing performance is to drive organisational success. By regularly monitoring and assessing performance, organisations can identify areas where individuals or teams may require additional training or support. This not only enhances individual capabilities but also strengthens the overall performance of the business. For instance, regular performance reviews provide an opportunity to address skill gaps, re-align priorities, and ensure that employees are on track to meet organisational objectives.
Performance management also plays a vital role in employee motivation and engagement. When employees understand how their work contributes to the organisation’s success, they are more likely to feel valued and engaged. Clear performance expectations and feedback create a sense of direction, which can increase job satisfaction and morale. Additionally, recognising and rewarding good performance fosters a positive work environment, where employees are motivated to achieve higher standards of performance.
Another important rationale is the enhancement of organisational flexibility and responsiveness. Performance management allows organisations to quickly identify and address performance issues, whether it be a skills deficiency, a misalignment of goals, or external factors impacting employee performance. By doing so, businesses can remain agile and adapt to changes in the market or within the organisation itself.
Furthermore, managing performance aids in succession planning and talent management. Identifying high performers through effective performance management enables organisations to nurture and develop future leaders, which is critical for long-term sustainability. It also ensures that top talent is recognised, retained, and developed to take on more significant responsibilities in the future.
Continued...
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