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• Module overview
• 1. Manage and appraise performance
  • 1.1 Manage performance of individuals in teams
    • 1.1.1 Performance appraisal defined
    • 1.1.2 Types of appraisal
  • 1.2 Goal alignment: "Best practice" performance appraisal supports
  • 1.3 360 degree feedback or multi-rater appraisal sessions
  • 1.4 Individual development
    • 1.4.1 Aligning individual with organisational needs
    • 1.4.2 Setting individual development needs
  • 1.5 Evaluating the performance appraisal process
  • Job Performance Plan

• 2. Improve performance

  • 2.1 Address performance related issues
    • 2.1.1 Job Performance plans
    • 2.1.2 Setting and integrating job performance outcomes
    • 2.1.3 Addressing poor performance
    • 2.1.4 One-on-one formal staff interviews
  • 2.2 Address issues and problems of individuals in teams
    • 2.2.1 A team problem solving process
    • 2.2.2 Solutions search
    • 2.2.3 Removing root causes
    • 2.2.4 Solutions implementation through inclusive communication processes

• 3. Motivate and build commitment

  • 3.1 Build support and commitment within the work team
  • 3.2 Encourage value and reward contributions
  • 3.3 Empowerment
  • 3.4 Expectancy theory
    • 3.4.1 Motivation and expectancy theory
    • 3.4.2 Rewarding individual commitment
  • 3.5 Gaining individual and team commitment to action
    • 3.5.1 Participative processes and commitment building

• 4. Review and evaluate performance within the work team

  • 4.1 Teams as delegated authority centres
    • 4.1.1 Transitioning to the required team structure
  • 4.2 Review and examine performance in teams
  • 4.3 Monitor delegated performance
  • 4.4 Assess the ability of the team to achieve goals
  • 4.5 Review the success of team leadership

• 5. Facilitating team outcomes

  • 5.1 What is a team leader?
  • 5.2 What is a team?
  • 5.3 Types of teams
    • 5.3.1 Self-Managed Teams
    • 5.3.2 Quality Circles
    • 5.3.3 Project Teams
    • 5.3.4 Empowered Teams
    • 5.3.5 Process Improvement Teams
    • 5.3.6 Virtual Teams
  • 5.4 Forming participative teams
    • 5.4.1 Forming Storming Norming Performing team-development model
    • 5.4.2 Hints on developing teams
  • 5.5 Team planning processes
    • 5.5.1 Establishing purpose and gaining commitment
    • 5.5.2 Ensuring the team adds value
    • 5.5.3 Avoiding group-think in teams
    • 5.5.4 Encouraging participative group relationships
    • 5.5.5 Team member roles
  • 5.6 Supportive and directive team leadership behaviours
    • 5.6.1 Cost of poor team participation

• 6. Establishing and administering safe work environments

  • 6.1 Introduction - What is safety?
    • 6.1.1 Safety and the potential for injury
    • 6.1.2 How accidents happen
  • 6.2 What is legislative responsibility and what are laws?
    • 6.2.1 Common Law
    • 6.2.2 Statute Law
    • 6.2.3 Occupational health and safety legislation in the workplace
    • 6.2.4 Further legal definitions
  • 6.3 OHS administration and the responsibilities for all workplace personnel
    • 6.3.1 Employers
    • 6.3.2 Persons in Control of Workplaces
    • 6.3.3 Manufacturers, Designers and Suppliers
    • 6.3.4 Persons who Erect and Install Plant and Equipment
    • 6.3.5 Employees
  • 6.4 Making implications of an unsafe practices and environment clear to all within the workplace
  • 6.5 Provide financial and human resources for the effective operation of the OHS system
    • 6.5.1 The nature of symbols
    • 6.5.2 Common symbols
    • 6.5.3 Choosing the appropriate OH&S interpersonal communication medium
  • 6.6 Health and safety representatives and committees
    • 6.6.1 Role of OHS representatives
  • 6.7 Occupational Health and Safety induction and training
    • 6.7.1 Complete a OHS training needs analysis

• 7. Occupational health and safety risks and hazards

  • 7.1 Hazards
    • 7.1.1 Monitoring safety and maintaining a safe environment
    • 7.1.2 What are hazards?
    • 7.1.3 Hazard identification
    • 7.1.4 Safety audits
    • 7.1.5 Hazard scenarios
  • 7.2 Hygiene
  • 7.3 Equipment hazards
  • 7.4 Risk assessment
  • 7.6 Risk control
    • 7.6.1 Fire and evacuation procedures
    • 7.6.2 Waste recycling, reduction and disposal hazards
  • 7.7 Inspections
    • 7.7.1 Continuous inspections
    • 7.7.2 Planned inspections
    • 7.7.3 Planning for Inspections
    • 7.7.4 Who will conduct the inspection?
  • 7.8 A suggested guide for planned inspections

• 8. Managing and controlling an occupational health and safety system

  • 8.1 Monitor control measures
    • 8.1.1 Writing the inspection report
  • 8.2 Reporting and making claims
  • 8.3 Occupational health and safety record keeping
    • 8.3.1 Investigate and report non-conformance
    • 8.3.2 Follow up for corrective action
    • 8.3.3 Recommendations for corrective action in an inspection report
  • 8.4 Implement improvements to the OHS system
    • 8.4.1 Accident Investigation

1.4 Individual development

Individual development is not just a by product of a half yearly or yearly performance appraisal interview. The dynamics of change confronting modern organisations necessitates that job performance and individual development be a much more systematic process.

Current deficiencies in job performance must be integrated into immediate efforts to identify if aspects of individual development may immediately be undertaken to resolve performance deficiencies.

Impacting the individual's performance through provision of timely and effective training to permit the individual to perform duties to the levels expected has continually been identified above wage increases as a major motivator for people seeking greater job satisfaction.

The discussion of career and other development actions should lead the individuals involved in the Performance Appraisal sessions to arrive at shared strategic and individual development goals. The forms capture development information and can then be used by those orchestrating strategic and human resource development plans.

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