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Q1: Explain four ways that rosters are an important management tool

SITXHRM002 Roster Staff

Assessment

TASK a – Short answer

Instructions:

  • You are to answer all questions.
  • Read each question carefully.
  • Ensure you have provided all required information.

 

 Section 1:  Develop staff rosters

 Q1: Explain four ways that rosters are an important management tool.

  1. To fairly distribute work hours to staff and make the best use of their skills .
  2. To ensure you make the best use of staff to meet product and service demands
  3. To better control labour costs .
  4. Where maintaining levels of service , regardless of demand , is vital .ref lg 4
 
 
 

Satisfactory ☐   Unsatisfactory ☐

Q2:     List five basic principles of good rostering.

  1. Abide by principles of fairness and equity
  2. Give employees adequate advance notice of working hours
  3. Abide by legal working conditions
  4. Meet customer service demands
  5. Make the best use of employee skills . ref lg 5
 
 
 
 

Satisfactory ☐   Unsatisfactory ☐

Q3:  Explain how government legislate on can impact roster writing.

 

Satisfactory ☐   Unsatisfactory ☐

Q4:  List four variables or constraints that can affect your roster.

  1. Government legislation
  2. Award , enterprise agreement and contract obligations
  3. Company policy and goals
  4. Service standards . ref lg 9
 
 

 

Satisfactory ☐   Unsatisfactory ☐

 Q5:     List three organisational policies which impact the preparation of staffing rosters.

  1. Modern awards
  2. Enterprise agreement
  3. Minimum wage . ref pg 12
 
 

Satisfactory ☐   Unsatisfactory ☐

 Q6:      List six things you must confirm before preparing staff rosters.

  1. Plan the roaster before adding individual names
  2. Share schedule options with the entire staff .
  3. Fill busy shifts with the most experienced and skilled staff
  4. Automatically handle avaibility and time requests online
  5. Begin the roaster week on a busy day
  6. Make sure everyone receives two days off .
 
 
 
 
 

Satisfactory ☐   Unsatisfactory ☐

 Q7:     Why would an organisation use an EBA rather than paying under a relevant industry award? Explain and provide two examples.

Monitor and manage the roaster effectively . ensure that appropriate staff are employed and that they receive ongoing training . look after your employees and try to reduce labour turnover . having a smaller team of effective and efficient staff usually produces for better results , customer satisfaction and lower wage outlays than larger teams of poorly training , inefficient staff .

Examples – build a roaster – allows the conditions , entitlements , penanlty rates , hours to be worked ,minimum times between shifts or EBA to be programmed into the software .

Budget—automatically costs the roaster and allows you to check daily , weekly and monthly labour costs .. ref lg 42

Satisfactory ☐   Unsatisfactory ☐

 

 

Q8:      List two sources of information you could access to find out more about awards and other industrial provisions.

  1. Government legislation
  2. Company policy and goals , ref lg 8
 

Satisfactory ☐   Unsatisfactory ☐

 Q9:     List seven of the key elements included in a modern award.

  1. Modern awards which might relate to some hospitality event and tourism employees include the following awards . fast food industry award 2010
  2. Restaurant industry award 2010
 

3—registered and licensed clus award 2010

4—racing clubs events award 2010

5-  live performance award 2010

6--  marine tourism and charter vessels award 2010

7—miscellaneous award 2010

Satisfactory ☐   Unsatisfactory ☐

Q10:   Discuss how you could assess or establish the productivity/service standards for a position.

 

Modern Satisfactory ☐                 Unsatisfactory ☐

Q11:   Why would you choose an employee in a part-time capacity, rather than as a casual? Explain.

Part time employees work less than 38 hours per week , but receive the sme entitlements as full-time employees , on a pro-rata basis . for example , a part-timer working 18 hours per week is entitle to five days of carer ‘s leave and ten days of annual leave per year . ref lg 18

Satisfactory ☐   Unsatisfactory ☐

 

 

 Q12:  Describe three benefits of having a multi-skilled workforce.

  1. It benefits employees as increases In their skill level can help with career progression and job satisfaction .

 

  1. It can help create a more stable , loyal and versatile employee base .

 

  1. It helps increase flexibility when roastering or temporarily filling gaps when employees call in sick or go on leave . ref lg 35

 

Satisfactory ☐   Unsatisfactory ☐

Q13:       List three examples of how flexible work arrangements can be applied.

  1. Most awards and EBA s are flexible enough to allow for customised job specifications to be drawn up that include multiple duties .
  2. However , if the initial job specification does not specifically mention multiple duties , any changes to allow for this must be agreed upon by each member to staff involved .
  3.  
 
 

Satisfactory ☐   Unsatisfactory ☐

Q14:   Why is it important for workplaces to consider flexible work arrangements and the personal    circumstances of their employees?

 

Satisfactory ☐   Unsatisfactory ☐

Q15:   Imagine you’ve just taken over a management role that involves rostering. What would you do to help create a fair rostering system?

 

Satisfactory ☐   Unsatisfactory ☐

 

 

 Q16:  List and explain three benefits of using rostering software or a rostering app

  1.  
  2.  
  3.  
 
 

 Satisfactory ☐ Unsatisfactory ☐

SECTION 2: present and communicate rosters

Q17:    What basic information should be contained on rosters?

 

Satisfactory ☐   Unsatisfactory ☐

 Q18:  List three ways you can you communicate roster information to employees?

  1.  
  2.  
  3.  
 
 

Satisfactory ☐   Unsatisfactory ☐

Q19:  What happens if you need to change a roster after you have already given it to staff?

 

Satisfactory ☐   Unsatisfactory ☐

 

 

Q20:  Henry is a casual employee and worked the following hours last week: Monday 07:00 to 12:00, Wednesday 12:00 to 16:00 and Saturday 13:00 to 17:00. What total hours did Henry work?

 

Satisfactory ☐   Unsatisfactory ☐

SECTION 3: maintain rostering records

Q21:   What methods can you use to record shift times completed by employees?

 

 Satisfactory ☐ Unsatisfactory ☐

Q22: What records relevant to rostering is the workplace required to keep?

 

 Satisfactory ☐ Unsatisfactory


 

Q23:     How do you ensure you keep employment records up to date?

 

 Satisfactory ☐ Unsatisfactory ☐


 SECTION 4: evaluate rosters

Q24:       List five questions you could ask to determine the effectiveness of your rosters?

  1.  
  2.  
  3.  
  4.  
  5.  
 
 
 
 

 Satisfactory ☐ Unsatisfactory ☐


Q25:   List two ways you could include feedback from colleagues in the evaluation of your rosters?

  1.  
  2.  
 

 Satisfactory ☐ Unsatisfactory ☐


Q26:   What are four consequences of poor rostering?

  1.  
  2.  
  3.  
  4.  
 
 
 

 Satisfactory ☐ Unsatisfactory ☐

Q27:   Identify five ways you can use rosters to improve operational efficiency.

  1.  
  2.  
  3.  
  4.  
  5.  
 
 
 
 

 Satisfactory ☐ Unsatisfactory ☐

TASK B – CASE STUDY

This task requires you to complete a roster and calculate timesheets within commercial time constraints.

You are required to do the following:

  • Read the case-study scenario.
  • Complete Tasks 1 and 2.
  • Answer all the questions.
  • To demonstrate competency in completing a roster within appropriate commercial time constraints, both tasks should be completed in two hours (unless otherwise directed by your trainer/assessor).

Scenario

China Bar is an inner-city bar trading from 11 am to 11 pm, Tuesday to Saturday inclusive. Your main trade is in beverages, but you also have a limited bar snack menu. Tuesday night is ‘happy hour’.

Staffing

The China Bar abides by the Hospitality Industry Award. Refer to this award when rostering and calculating your timesheets.

Gia is your full-time staff member (a food and beverage attendant, grade 3) who works Tuesday to Saturday from 12:00 to 16:00 and 20:00 to 24:00 each day. Gia’s hours are already shown on the schedule and roster.

Casual and part-time staff, who are all food and beverage attendants, grade 2, share the remaining hours. Their details are as follows.

  1. Jenni: part-time, guaranteed ten hours per week
  2. Don: casual, works Friday and Saturday only
  3. Lily: casual, works any shifts
  4. Pania: casual, doesn’t work Friday nights due to religious and family commitments
  5. Hong: casual, works any shifts
  6. Dragi: casual, can’t work Tuesday nights
  7. Rosie: part-time, guaranteed ten hours per week
    1. Tina: casual, works any shifts

Productivity standards

Each food and beverage attendant can handle a maximum of $300 per hour in bar sales, i.e., one employer for each $300 in sales. You require a staff member to start one hour prior to opening and stay back one hour after closing.

Minimum wages

The rates from the Hospitality Industry Award are updated periodically. For this reason, base your responses on the rates provided for you. This may be different to the actual Hospitality Industry Award rates current at the time of assessment.

Level

Classification

Minimum weekly wage

Minimum hourly wage

2

Food and beverage attendant, grade 2

$720

$19.50

3

Food and beverage attendant, grade 3

$745

$21.00


Employees will be entitled to the following additional penalty for work performed at the following times.

(a) Monday to Friday – 7.00 pm to midnight: 10% of the standard hourly rate per hour or any part of an hour for such time worked within the said hours;

(b) Monday to Friday – midnight to 7.00 am: 15% of the standard hourly rate per hour or any part of an hour for such time worked within the said hours.

Meal allowance

An employee required to work overtime for more than two hours without being notified on the previous day or earlier that they will be so required to work must either be supplied with a meal by the employer or be paid an allowance of $12.75.

Broken periods of work

Employees other than casuals who have a broken workday must receive an additional allowance as follows.

  • Where the time between periods of work is two hours and up to three hours, an allowance per day equal to 0.33% of the standard weekly rate; or
  • Where the time between periods of work is more than three hours, an allowance per day equal to 0.5% of the standard weekly rate.

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