Unit of competency Outline

Date retreived
22/07/2026 4:15 AM AWST

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Manage performance

Manage performance

Unit of competency
National Code
PSPGOV519A
State Code
C8049
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
22/07/2014
Field of Education
080317 - Quality Management
Original Release Date
22/07/2014
Nominal Hours
50
Description
This unit covers supervision and performance management in accordance with the organisation's performance management system. It includes linking individual/workgroup activities to organisational goals, setting performance expectations, measuring performance achievements, and renegotiate performance and development plans.In practice, performance management may overlap with other generalist or specialist public sector work activities such as acting ethically, complying with legislation, leading a group, managing projects, supervising inspections, benchmarking performance, etc. This is one of 4 units in the Working in Government and Management Competency Fields that deal with performance. Related units are:PSPGOV315A Give and receive workplace feedback PSPGOV416A Monitor performance and provide feedbackPSPMNGT603B Facilitate people managementNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Link individual/workgroup activities to organisational goals
  • 1.1 The organisation's mission, vision and goals are identified, linked and explained in accordance with each individual's needs.
  • 1.2 Individual and workgroup activities are aligned with organisational goals in consultation with workgroup members.
  • 1.3 Individual and workgroup activities are prioritised in accordance with organisational directions.
2. Set performance standards expectations
  • 2.1 Performance standards are identified and clarified in accordance with organisational policy and procedures.
  • 2.2 Performance standards are consulted upon, negotiated and agreed.
  • 2.3 Performance and learning/development plans are developed and agreed, to document team and individual performance targets, standards and professional development objectives.
  • 2.4 Performance targets and key performance indicators are developed that are specific, realistic and measurable.
  • 2.5 Performance plans are implemented in accordance with organisational requirements.
3. Measure performance achievements
  • 3.1 Individual performance is monitored, appraised and measured against performance goals and required business outcomes.
  • 3.2 Performance is assessed and addressed in a fair and timely manner in accordance with legislation, policy and procedures.
  • 3.3 Disagreement or conflict is managed and documented in accordance with organisational policy and procedures.
  • 3.4 Where possible, outstanding performance is recognised/rewarded in accordance with organisational policy and procedures.
  • 3.5 Under-performance is addressed promptly in accordance with organisational guidelines, procedures and the principles of natural justice.
  • 3.6 Areas/strategies for improvement are identified and implemented to continuously improve performance and outcomes.
4. Renegotiate performance and learning/ development plans
  • 4.1 The results of performance management are documented in accordance with legislative and organisational requirements and used to identify strengths and performance gaps.
  • 4.2 Learning is captured to inform knowledge management strategies and transfer skills to other staff.
  • 4.3 Performance standards are renegotiated and agreed in accordance with organisational procedures.
  • 4.4 Learning and development objectives are identified and agreed to enhance performance and meet developing organisational and workgroup goals.
  • 4.5 Agreed performance standards and related professional development are documented in accordance with organisational policy and procedures.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Workgroup may include:
an existing team
group formed for a special purpose or project
business unit
Organisational directions may relate to:
strategic plan
business plan
operational plan
sector-wide requirements
organisational capability framework
succession planning
Performance standards may include:
selection criteria
best practice standards
quality standards
organisational practice standards
competencies
service level standards
standards in codes of ethics/conduct/confidentiality
standards in legislation/regulations/policy/guidelines
agreed goals and outcomes at workgroup (business) and organisation (strategic) level
Appraisal processes may include:
360° feedback
performance data
supervisor/employee feedback
peers
client/customer feedback
assessor feedback
evaluation of job position statement against current job role
validation feedback
feedback from subject matter experts
results of training needs analyses for workgroup/individual
previous performance and development plans with agreed goals
Legislation, policy and procedures may include:
State/Territory and Commonwealth legislation and regulations such as:
public sector management acts
privacy legislation
freedom of information
equal employment opportunity, anti-discrimination and harassment legislation
employment legislation
occupational health and safety legislation.
ethics and accountability standards
public sector standards
organisational policy, procedures and protocols
international legislation/codes of behaviour
enterprise bargaining agreements
award conditions/requirements
strategic and business plans
Learning and development opportunities may include:
formal course participation
on-the-job training
work experience
staff exchanges
mentoring
coaching
external study
conference and seminar attendance
induction
job rotation
higher duties
work shadowing opportunities
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC501B Promote the values and ethos of public service
PSPGOV505A Promote diversity
PSPGOV507A Undertake negotiations
PSPGOV508A Manage conflict
PSPGOV511A Provide leadership
PSPGOV512A Use complex workplace communication strategies
PSPGOV516A Develop and use emotional intelligence
PSPGOV518A Benchmark performance
PSPLEGN501B Promote compliance with legislation in the public sector
PSPOHS501A Monitor and maintain workplace safety
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of Employability Skills as they relate to this unit
performance management in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policy, procedures and protocols relating to performance management
performance management processes
access to previous performance assessments
case studies and workplace scenarios to capture the range of situations likely to be encountered when managing performance
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing performance, including coping with difficulties, irregularities and breakdowns in routine
performance management in a range of (3 or more) contexts (or occasions, over time).
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations.
Assessment methods suitable for valid and reliable assessment of this competency may include a combination of 2 or more of:
demonstration
observation
portfolios
questioning
scenarios
simulation or role plays
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Replaced By
State Code National Code Title Type
AWV40 PSPGEN060 Manage performance Unit of competency