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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

3.4 Expectancy theory

A theory tightly linked to motivation is the expectancy theory . This theory argues that motivation is behaviourally linked. Motivation is, at the core of its nature, an individual expecting to be rewarded for behaving in a certain manner. The greatest motivational forces are exhibited where expectations of reward for ones effort is firstly matched by the value of the rewards, secondly driven by the probability that one will achieve the rewards, and thirdly sustained by the attainment of the rewards.

Leaders are both motivated and also adopt styles that reflect what shapes expectations, value, probability and attainment. In turn leaders' styles also tend to influence their perception of how other individuals will be motivated.

The following table gives an overview of the sources of motivation (shape value and expectations) and the inducements (probability and attainment of rewards).

Table 2 Motivational inducement systems

Sources of Motivation	Motivational Driver	Reward System Pay & Promotion	Leadership Style	Task System Job Design	Social System Culture
Intrinsic Process	Enjoyment		Laissez-faire leadership	Job Rotation	Social Activities Quality of Work Life Programs
Instrumental Increase pay and/or promotion is linked to high performance (ERB)	Increases in pay and promotion	Merit Pay Commissions Incentive Pay Gainsharing Profit Sharing Bonuses Promotion
Self Concept: External Increased status, recognition and external validation are associated with high performance (ERB)	Group acceptance Individual worth Group Status Group Influence	Promotion	Recognition Empowerment Positive Reinforcement	Job Enlargement	Peer Recognition Customer Recognition Team Building
Self Concept: Internal Skills, abilities and values are validated through high performance (ERB)	Achievement Validation of competencies		Empowerment Participation in problem solving Linking skills to mission	Job Enrichment Knowledge of Results
Goal Identification High performance (ERB) is essential in the accomplishment of important goals or benefits to others	Accomplishment		Vision creation Goal Setting Empowerment in mission development	Alignment Activities Knowledge of Results

(Source: Leonard, N.H et al., 1995)

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