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24874 Demonstrate knowledge of performance management, motivation

By Hazel Marshall,2014-06-18 08:28
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24874 Demonstrate knowledge of performance management, motivation

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     Demonstrate knowledge of performance management, motivation

    theory and performance review in a workplace

Level 3

    Credits 8

Purpose This unit standard is for people who wish to improve their employment

    practices or, who are moving towards a position of responsibility for staff

    management.

    People credited with this unit standard are able to: demonstrate knowledge of

    performance management in a workplace; demonstrate knowledge of

    motivation theories and their application in a workplace; and demonstrate

    knowledge of informal and formal performance review and follow-up

    procedures in a workplace.

    Subfield Business Operations and Development Domain People Development and Coordination Status Registered

    Status date 18 July 2008

    Date version published 18 July 2008

    Planned review date 31 December 2013

    Entry information Open.

    Accreditation Evaluation of documentation by NZQA. Standard setting body (SSB) NZQA National Qualifications Services Accreditation and Moderation Action Plan (AMAP) reference 0113 This AMAP can be accessed at http://www.nzqa.govt.nz/framework/search/index.do.

Special Notes

Definitions

    Motivation theories in a management studies context focus on understanding what

    motivates employees and how motivation is linked to productivity.

    Needs Theory refers to a theory of motivation developed by Professor David McClelland

    as laid out in McLelland, David C., The Achieving Society (Princeton, N.J.: Van Nostrand, 1961).

    Hierarchy Theory refers to a theory of motivation developed by Professor Abraham

    Maslow as laid out in Maslow, Abraham H., Motivation and Personality (New York: Harper, 1954).

     ? New Zealand Qualifications Authority 2007

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    Motivational strategies are initiatives and incentives an employer can use to optimise

    employee motivation and performance.

Elements and performance criteria

Element 1

Demonstrate knowledge of performance management in a workplace.

Performance criteria

1.1 The role of performance management in a workplace is described in terms of its

    contribution to productivity.

1.2 The performance management system for a selected workplace is described in

    terms of the contribution of each component to performance management in a

    workplace.

    Range components may include but are not limited to employment

    agreement, job description, performance review, training and

    development plans, informal and formal reviews, workplace

    policies and procedures.

Element 2

Demonstrate knowledge of motivation theories and their relationship to performance

    management in a workplace.

Performance criteria

2.1 Performance management is described in terms of the application of motivation

    theory and associated tools to motivate employees.

    Range examples of motivation theories Needs Theory, Hierarchy

    Theory;

    motivational tools may include but are not limited to financial

    incentives and bonuses; non-cash remuneration; non-cash

    incentives; opportunities for personal and career growth; verbal

    appreciation; opportunity for wealth building;

    evidence is required for at least four motivational tools.

     ? New Zealand Qualifications Authority 2007

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    Element 3

Demonstrate knowledge of informal and formal performance review and follow-up

    procedures in a workplace.

Performance criteria

3.1 Informal performance review is described in terms of the frequency, purpose

    and process.

    Range includes but is not limited to improving performance, handling

    difficult issues.

3.2 Formal performance review is described in terms of the frequency, purpose and

    process.

    Range includes but is not limited to preparation for review interview,

    evaluation of employee performance, conducting a review

    interview, follow-up procedures.

3.3 Informal and formal performance review is described in terms of the importance

    and purpose of giving and receiving feedback.

3.4 Types of questions and interviewing skills are described in relation to the

    performance review process.

    Range questions may include but are not limited to open, closed,

    probing, leading, hypothetical;

    interview skills paraphrasing, summarising, responding to non-

    verbal cues, body language.

3.5 Follow-up to performance review is described in terms of the purpose of formal

    feedback to staff.

    Range feedback written, oral, positive, negative.

3.6 Follow-up to performance review is described in terms of the purpose of

    coaching, training, and continued development.

    Range on-job, off-job.

Please Note

Providers must be accredited by NZQA, or an inter-institutional body with delegated

    authority for quality assurance, before they can report credits from assessment against

    unit standards or deliver courses of study leading to that assessment.

Industry Training Organisations must be accredited by NZQA before they can register

    credits from assessment against unit standards.

Accredited providers and Industry Training Organisations assessing against unit standards

    must engage with the moderation system that applies to those standards.

     ? New Zealand Qualifications Authority 2007

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Accreditation requirements and an outline of the moderation system that applies to this

    standard are outlined in the Accreditation and Moderation Action Plan (AMAP). The AMAP

    also includes useful information about special requirements for organisations wishing to

    develop education and training programmes, such as minimum qualifications for tutors and

    assessors, and special resource requirements.

Comments on this unit standard

    Please contact the NZQA National Qualifications Services nqs@nzqa.govt.nz if you wish to suggest changes to the content of this unit standard.

     ? New Zealand Qualifications Authority 2007

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