BSBWHS605 - Develop Implement and Maintain WHS Management Systems - Pitstop Pty Ltd Case Study -

Assignment Task :

Simulated workplace scenario – Pitstop Pty Ltd 
Pitstop is a privately owned company that until recently operated one independent service station in Melbourne’s north. Jim Murphy, who is the owner, chairman and CEO, has run the company for the past five years. He has operated service stations for most of the last 25 years and relies on his hands-on approach to monitor and instruct staff on what to do.
In the past eight months, Pitstop has raised sufficient finance to buy out the Independent Service Station (ISS) chain of nine stores across Victoria, NSW and Queensland and rebrand them all as Pitstop. Jim plans to continue the expansion until the optimum target of 30 service stations is secured for the Victoria, NSW and Queensland market.
Pitstop service stations trade 24 hours a day. They typically include a vehicle access forecourt with at least six pump stations, a retail shop, a food bar, Store Manager’s office and stockroom. They sell fuel, oil, gas, supermarket goods, hot pies (heated from frozen on the premises) and cold drinks.
Including the retained staff from the ISS buyout stores, Pitstop has a workforce of approximately 60 employees. The employees come from a wide range of cultural and linguistic backgrounds. A significant proportion has poor English literacy, including poor reading comprehension. Most employees, but not all, have a high-school level of education.
All stores have computerised point-of-sale terminals that are linked to the company’s enterprise resource planning and accounting systems. The flagship store has an attached office space that accommodates the directors and senior management staff.
 

ISS performance management policy

Purpose
To support ISS’s commitment to providing a high-performance and satisfying work environment. To describe ISS’s Performance Review and Development Program (PRDP).

Scope
This policy applies to all employees of ISS.

Policy
Each Store Manager at ISS should provide support and guidance to their employees. To this end, Store Managers should discuss performance and development. The PRDP has the following aims:

• encouraging and facilitating high performance among ISS employees
• recognition of achievement and training
• facilitating feedback and consultation between management and staff
• identifying employee development and training needs.

To facilitate the PRDP, all Store Managers will be trained in the principles and practice of PRDP to ensure effective implementation of the PRDP process. 
Together, each employee and their supervisor will develop a performance plan and a professional development plan. Both will then negotiate how these plans will be implemented. PRDP should be repeated over a twelve-month cycle. 
PRDP will be implemented in accordance with the principles of fairness and equity, and in accordance with relevant legislation and various ISS policies. 
Responsibility
Managers are responsible for ensuring that PRDP is implemented for all employees for whom they are designated supervisors.
 

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