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International Institute of Management Pty Ltd
T/A American College / International Institute of Management
RTO Code: 31897
CRICOS Code: 03149K
Assessment Record SITXHRM002 Roster staf
Student Name
Priya Sharma
Student ID
AMC00002EM
Course Code & Course
SIT40516 Certificate in Commercial Cookery
Class/Group
June 2018
RTO/SRTO
RTO Code 31897
Assessment: (as applicable)
Student Results:
1. Assessment 1 Short answers
Satisfactory
Not Yet Satisfactory
Not Completed
2. Assessment 2
Satisfactory
Not Yet Satisfactory
Not Completed
3. Assessment 3 Project
Satisfactory
Not Yet Satisfactory
Not Completed
4. Assessment 4 Written Quiz
Satisfactory
Not Yet Satisfactory
Not Completed
5. Assessment 5 Checkpoints
Satisfactory
Not Yet Satisfactory
Not Completed
Overall, the candidate was assessed as:
Competent Not Yet Competent
Feedback to candidate on overall performance during assessment:
The candidate requires the following skill development before re-assessment:
The candidate has been provided with
feedback and informed of the
assessment result and the reasons for
the decision.
Name of Assessor:
Signature of Assessor:
Date:
I have been provided with feedback on
the evidence I have provided. I have
been informed of the assessment
result and the reasons for the decision.
Name of Candidate:
Signature of Candidate:
Date:
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International Institute of Management Pty Ltd
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RTO Code: 31897
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Statement of Authenticity
I acknowledge that I understand the requirements to complete the assessment tasks
The assessment process including the provisions for re-submitting and academic appeals were explained to
me and I understand these processes
I understand the consequences of plagiarism and confirm that this is my own work and I have
acknowledged or referenced all sources of information I have used for the purpose of this assessment
Student Signature: Date: / /201
This assessment:
First Attempt
2nd Attempt
Extension – Date: / /
RESULT OF ASSESSMENT
Satisfactory Not Yet Satisfactory
Feedback to Student:
Assessor(s) Signature(s):
Date:
/ /
Student Signature
Date:
/ /
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Assessment – 1 – Short Answers
International Institute of Management Pty Ltd
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RTO Code: 31897
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Assessment 1
Your task: Answer the following questions. Each question must be completed.
1. Go to https://www.fairwork.gov.au/employee-entitlements/national-employment-standards and identify the
award provisions for:
a. Leave including shift workers
b. mandated breaks between shifts
c. maximum allowed shift hours
d. standard, overtime and penalty pay rates
Responses
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a. Leave including shift workers: there are six kinds of leave 1) maternity or parental leave 2) annual leave
of 4 weeks for both full time or part time worker 3) personal carers- lick sick leave and if to take care of
immediate member of family 4) compassionate leave_ like if family member dies or life threatening
illness 5) community service leave if there is natural disaster on country and worker want to do
voluntary service.
b. Mandated breaks are for employee to take rest during their work hours there breaks are for short
period. A rest break of 20 min paid break that counts as time worked a lunch break or meal break that is
unpaid and does not count as time worked
c. Full time maximum hours
 11.5 hours in a day
 an average of 38 hours over a 4-week roster cycle
 3 consecutive days of more than 10 hours without 48 hours break immediately after
 8 days of 10 hours in a 4-week roster
 10 hours in a day, if the employee is under 18 years’ old
 a 12-hour span during a broken shift.
Casual maximum hours -12 HOURS in a day and an average of 38 hours over a 4-week roster
cycle
d. Overtime is when an employee works extra time. It can include work done:
 beyond their ordinary hours of work
 outside the agreed number of hours
 outside the spread of ordinary hours
Permanent employees who work overtime on a day they weren’t fostered to work have to be paid a minimum of
4 hours of work at overtime rates. For example, if a permanent employee works 2 hours’ overtime, they will
need to be paid for 4 hours.
Penalty Rates: Each time a full-time or part-time employee works a public holiday, they can agree with their
employer to get one of the following, instead of the public holiday penalty loading:
 a 25% loading on their ordinary pay rate and
o a day (or equivalent time) off with no loss of pay or
o an extra day (or equivalent time) to add to their annual leave.
An employee being paid an annual salary must get paid time off or time added to their annual leave (that is
equal to the time worked) if they work on a public holiday.
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2. You employ 3 chefs. John is casual, Jack is part-time and Chenelle is employed full time. They all arrive for the
morning shift. After 1 hour a storm hits the restaurant and the power goes off. The manager informs staff
that they shall clean up and leave as power will be off at least for 2 days. After 1.5 hours all staff leave. What
is their pay entitlement for that day?
Minimum Hours
The fulltime staff chenille will be paid full day but john and jack will be paid on hourly basis so that will be 3
hours
3. What are the leave provisions for the following instances?
 Carers
 compassionate reasons
 illness or injury
 jury service
 long service
 maternity or paternity
 rehabilitation of injured workers
 study
Leave provisions
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 Carers: Sick and carers leave also known as personal leave personal/ carers leave allow an employee take
time off to help them teal with personal illness, caring responsibilities and family emergencies. An
employee may have to take time off to care for an immediate family or household member who is sick or
injured or help during a family emergency. This is known as carer’s leave but it comes out of the
employee’s personal leave balance.
 Compassionate reason: All employees are entitled to 2 days compassionate leave each time an
immediate family or household member dies or suffers a life threatening illness or injury.
 Illness or injuries: An employee can take paid sick leave when they can’t work because of a personal
illness or injury. This can include stress and pregnancy related illnesses.
 Jury service: An employee is entitled to take community service leave while they are engaged in the
activity and for reasonable travel and rest time. There is no limit on the amount of community service
leave an employee can take.
 Long service: An employee gets long service leave after a long period of working for the same employer.
Employee has to work at least 7 years for eligibility of long service leave.
 Maternity or paternity: Parental leave is leave that can be taken when:
 an employee gives birth
 an employee’s spouse or de facto partner gives birth
 an employee adopts a child under 16 years of age.
Employees are entitled to 12 months of unpaid parental leave. They can also request an additional 12 months of
leave.
 Rehabilitation or injured worker: Workers compensation includes payments to employees to cover their:
 wages while they’re not fit for work
 medical expenses and rehabilitation.
Employers in each state or territory have to take out worker’s compensation insurance to cover themselves and
their employees.
 Study: study leave with or without pay may be approved. Study leave generally approved only in
exceptional circumstances
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4. One requirement of a business is to maintain and administer rostering records. Go to
https://www.fairwork.gov.au/employee-entitlements/national-employment-standards templates and guides,
and download the file >Pay slips and record keeping>Weekly time and wage records template
a. Complete the timesheet using the following information:
Joseph (Level 6 cook (tradesperson) grade 5) – will be working from 15.30 – 22.00 on Mon, from 6.00 – 14.30
on Thurs, Fri and Sat and from 13.30 – 22.00 on Sun.
b. Complete the payslip including superannuation info (any fund) and tax (tax calculator template
attached)
c. Attach the documents to this assessment.
5. What are the requirements for time and wage records? How long must these records be kept?
ANSWER: The requirement for time and wage record is the roster and employee name and their grade of pay
rates and hours worked over the specific period of time. The record should be kept for 7 years.
6. What is the importance of rosters for efficiency in an organization and how can a roster be used to control
staff costs?
ANSWER:
– The roster is very important for efficiency of operation by allocating enough number of staff
for the busy period of service time and allocating minimum number of staff for the quite
time of the day. It helps you to plan in beforehand to manage and arrange enough number
of staff for the weekends. The roster helps to increase the efficiency by utilizing correct staff
number for the smooth operation. The busy event can be assuming by previous sale and
event happening nearby and weekends and public holiday.
– Staff cost can be controlled by maximizing efficiency of employee and allocating only
needed staff for the operation and shifts which can easily and smoothly run the operation.it
helps to give you the forecast of staff need and tentative employee cost.
7. Provide 3 examples for benefits for using a social and cultural skill mix in the hospitality industry:
ANSWER: The benefit of social and cultural skill mix in the hospitality brings diversity in the workplace and staff
can communicate easily with the customer who come from their origin of country easily and helps customer and
organization to communicate and understand each other easily.
– The food can be developed in special occasion or cultural program accordingly as the cultural
cuisine if organization have the employee from the same cuisine like in the event of
international cricket match Australia and India. If the organization has Indian chef, he can
accommodate Indian cuisine to the player and the crowd with the Indian national dishes
with the authentic taste.
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RTO Code: 31897
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8. Provide 3 examples for different religious and cultural beliefs of staff commonly working in the TH&E
industry and how these religions potentially need to be accommodated for when preparing rosters:
ANSWER:
– Islam religion people during the Ramadan they don’t eat and drink water and pray several
times during the day. In this case there must be special arrangements
– Hindu religion has big festivals in the month of October where they pray to God and take
fasting it should be considered while making roaster
– Jewish people also have similar kind of belief. Employer must respect their belief while
making roster.
Assessment 2
PART A
Your Tasks
All relevant information relating to awards and award conditions must be sourced from the following website:
http://www.fwc.gov.au/documents/modern_awards/award/ma000009/default.htm
1. You are required to develop the roster for the week commencing 16 January 2017 to 22 January 2017, using
the spreadsheets provided.
Note: The information provided below includes a 30 minute meal break for each staff member.
You will need to use the Roster spreadsheet to develop this staff roster on the first Tab.
Mark (Front Office grade 1) – will be working from 13.30 – 22.00 on Wed, Thurs, Fri and Sun and from 13.30 –
20.00 on Sat.
Tom (Front Office grade 1) – will be working from 6.00 – 14.30 on Mon, Tues, Wed and Sun and from 6.00 –
12.30 on Saturday.
Jordan (Front Office grade 1) – will be working from 22.00 – 6.30 Tues, Wed, Thurs and Fri and from 24.00 –
6.30 on Sat.
Sam (Front Office grade 2) – will be working from 15.30 – 22.00 on Mon, from 6.00 – 14.30 on Thurs, Fri and Sat
and from 13.30 – 22.00 on Sun.
Shelly (Front Office grade 2) – will be working from 13.30 – 22.00 on Mon, Tues, Wed and Thurs and from 13.30
– 20.00 on Fri.
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Assessment – 2
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Darren (Front Office grade 3) – will be working from 22.00 – 6.30 on Mon, Fri, Sat and Sun and from 24.00 –
6.30 on Tues.
Scott (Front Office Supervisor) will be working from 6.00 – 14.30 on Mon, Tues, Wed and Sun and from 6.00 –
12.30 on Thurs.
Margaret (Front Office Supervisor) – will be working from 15.30 – 22.00 on Tues, 13.30 – 22.00 on Wed and Sat,
12.30 – 21.00 on Thurs and from 6.00 – 14.30 on Fri.
2. Once you have developed the roster based on the above information, transfer the roster on TAB Part A and:
a. Check if each employee has at least two rostered days off in the week. Highlight these days in grey
colour.
b. Calculate the weekly wages for each of the staff.
c. Calculate work hours for the week for each staff member.
d. Locate the correct hourly rate for each staff member based on their award including penalty rates which
apply for specific times during weekdays and for Saturdays and Sundays.
e. Calculate the wages for each staff member for the week for this roster.
f. Calculate the total Wages for the week.
g. Determine if the wage budget of $7200.00 for the week is being met. By how much is it over or under?
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Part B
You are required to troubleshoot a short notice staff incident which does require you to investigate and find a
solution for replacement of staff, determine the associated impact on budget and the legal aspects to be
considered based on the legislative provisions for shifts, breaks, overtime etc. on the Fair Work website:
http://www.fwc.gov.au/documents/modern_awards/award/ma000009/default.htm
It is Saturday afternoon on the 18th January at 14.30 hours. Sam leaves work due to symptoms of gastro and the
supervisor tells her to stay home until she is well again.
a. Identify the existing staff who could be contacted to cover for Sam’s shift on Sunday from 13.30 – 22.00
and calculate their entitlements to enable you to do a comparison and evaluation.
ANSWER: Sam is of grade 2 and shelly of same grade but we cannot call her because she is also working
on Saturday. If we contact Darren, he is of grade level 3 and we need to pay extra pay rate to Darren so
it’s better to call from grade 1 mark, tom or Jordan so we don’t have to pay more on wages
b. Calculate the wage entitlement for a casual to cover Sam’s shift Sunday from 13.30 – 22.00 at award
level “Front Office Level 3”.
ANSWER: It’s a casual shift and hourly pay rate is 25.76% hours from 13;30 -22:00 total working hours
are 8 so on Sunday with penalty rate is 36.07 for casual = $ 288.56(including 3 hours working after 19:00
c. How is the wage budget of $7200.00 affected if no existing staff can cover the shift of Sam, and a casual
for this shift at Front Office Level 3 would be employed?
ANSWER: Wage budget is affected by $125.9
d. What would be the cheapest option for the business to cover Sam’s shift given your findings in a, b and
c?
Would you choose this option?
ANSWER: Sam is of grade 2 and shelly of same grade but we cannot call her because she is also working
on Saturday if we contact Darren, he is of grade level 3 and we need to pay extra pay rate to Darren
so it’s better if we can contact mark tom and Jordan, their grade level is 1 and we don’t need to pay
higher rate.
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RTO Code: 31897
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Assessment 3
PART A
You are required to develop a roster for a given period as outlined to you by your trainer below.
Once you have established the shift/rostering requirements you are required to interview each staff member and
identify any special social, religious, family or other requirements to be considered for the purpose of the roster
period.
Where any special request have been made, document these in the table overleaf and obtain a signature for the
relevant staff member to verify your communication provisions.
Your roster must ensure:
a) Adequate skill mix supported by award/grade listed for each staff member on the roster
b) Effectiveness of rostering times to keep overtime and allowances to a minimum
c) All shift allowances according job roles and details provided to you (e.g. tool allowance, split shift
allowance etc. as these apply)
d) Provisions of meal breaks in line with legislation
Roster Period 1
Simulated Team
Workplace
Location:
________________________
Department:
________________________
Period:
___________________
Staf Signature
Team member Name
Classification
Age
if under 21
Special Requirement
1
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Assessment – 3 – Project
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2
3
4
5
6
7
8
9
10
11
PART A
Marking Criteria
SITXHRM002 Roster staf
Criteria
S
NYS
S
NYS
Comments
Develop staf rosters
The individual requirements of staff members are identified
Each staff member is reflected in the roster
The award levels are identified correctly
The skill level mix rostered is adequate according to the
award level descriptions in the award
Not adequate – Reason
The hours rostered for each staff do not exceed 38 per
week
The meal breaks provided are adequate
Special requirements from staff are reflected in the roster
The shift allowances are calculated correctly for week days
The shift allowances are calculated correctly for week nights
The correct rates are calculated for Saturdays
The correct rates are calculated for Sundays
The correct rates are calculated for Public Hols where
relevant
Where overtime is rostered, the award provisions are
identified
Overtime is calculated correctly
The roster reflects a realistic system based on the given
operational aspects – Specify
e.g. 5 staff kitchen preparing Bistro style food for 120
lunches + 170 dinners during weekdays
Present and communicate staff rosters
The roster is presented in a clear manner
The roster clearly shows the time/period
Evidence for distributing roster is provided: 2 required
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Method 1: SMS/MMS
Method 2: Written copy/email Method 3: Noticeboard and
staff alert
Evaluate rosters
Refer to Evaluation in Roster 2 and inclusions
Feedback
PART B
You are required to develop another roster for a given period as outlined to you by your trainer below. If this is
concurrent with the roster developed in Part A, identify 5 options for economical approaches e.g. combining
workplace tasks ; staggering start and finish times or similar. Your colleagues have told you that the roster during
period 1 was insufficient in terms of staff mix and numbers to handle Friday and Saturday nights due to the high
frequency and variance of different meals ordered If you work in a different department apply this issue in that
area). Reflect this in your next roster by including 1 additional level 1 or 2 and 1 additional staff at level 3 during
the evening service (or e.g. check out/reception – during the morning shift).
Once you have established the shift/rostering requirements you are required to interview each staff member and
identify any special social, religious, family or other requirements to be considered for the purpose of the roster
period.
Where any special request have been made, document these in the table overleaf and obtain a signature for the
relevant staff member to verify your communication provisions.
Your roster must ensure:
a) Adequate skill mix supported by award/grade listed for each staff member on the roster
b) Effectiveness of rostering times to keep overtime and allowances to a minimum
c) All shift allowances according job roles and details provided to you (e.g. tool allowance, split shift
allowance etc. as these apply)
d) Provisions of meal breaks in line with legislation
Roster Period 2
Simulated Team
Workplace
Location:
________________________
Department:
________________________
Period:
___________________
Staf Signature
Team member Name
Classification
Age
if under 21
Special Requirement
1
2
3
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4
5
6
7
8
9
10
11
Marking Criteria
SITXHRM002 Roster staf
Criteria
S
NYS
S
NYS
Comments
Develop staf rosters
The individual requirements of staff members are identified
Each staff member is reflected in the roster
The award levels are identified correctly
The skill level mix rostered is adequate according to the
award level descriptions in the award
Not adequate – Reason
The hours rostered for each staff do not exceed 38 per
week
The meal breaks provided are adequate
Economical aspects have been identified and incorporated
in roster 2 (Skills, combined Tasks etc):
Special requirements from staff are reflected in the roster
The shift allowances are calculated correctly for week days
The shift allowances are calculated correctly for week nights
The correct rates are calculated for Saturdays
The correct rates are calculated for Sundays
The correct rates are calculated for Public Hols where
relevant
Where overtime is rostered, the award provisions are
identified
Overtime is calculated correctly
The roster reflects a realistic system based on the given
operational aspects – Specify
e.g. 5 staff kitchen preparing Bistro style food for 120
lunches + 170 dinners during weekdays
Present and communicate staff rosters
The roster is presented in a clear manner
The roster clearly shows the time/period
Evidence for distributing roster is provided: 2 required
Method 1: SMS/MMS
Method 2: Written copy/email
Method 3: Noticeboard and staff alert
Evaluate rosters
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The roster from period 1 was evaluated in terms of
functionality
The identified changes have been incorporated in this
roster:
Feedback
Quiz SITXHRM002 Roster staf
1. Multiple True or False
Tick the true statements relating to award conditions:
1. In Australia there is one federal award which is relevant to every individual workplace. FALSE
2. Awards are set by national and state governments and cover a wide variety of industries, including the
many sections of the industry. TRUE
3. The Fair Work website provides the essential information relating to awards, leave and other staff
entitlements and requirements to be considered when rostering staff. TRUE
4. The awards cover many of the conditions of employment including WHS matters. TRUE
5. In terms of rostering the most important aspects are the pay rates and the rules governing how many
hours can be worked. TRUE
6. Penalty rates apply when a worker works more than the specified full-time hours per week, on
weekends, after regular work hours, after midnight and on public holidays. TRUE
7. Penalty rates can have a direct effect on the profitability of a business. TRUE
8. On public holidays, if the level of staffing remains the same as on regular work days, the staff costs can
increase by 50%. TRUE
2. Drag the Ticks
Effective from 1st January 2010, all Australian employees (except casual workers) are entitled to the following
minimum conditions, referred to as the 10 National Employment Standards:
 A maximum standard working week of 38 hours for full-time employees, plus ‘reasonable’ additional hours.
 A right to request flexible working arrangements.
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Assessment – 4 – Quiz
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 Parental and adoption leave of 12 months (unpaid), with a right to request an additional 12 months.
 2 weeks paid annual leave each year (pro rata).
 Ten days paid personal/carer’s leave each year (pro rata), two days paid compassionate leave for each permissible
occasion, and two days unpaid carer’s leave for each permissible occasion.
 Community service leave for jury service or activities dealing with certain emergencies or natural disasters. This leave
is unpaid except for jury service.
 Long service leave.
 A right to 12 months fully paid parental leave after 12 months of service
 Notice of termination and redundancy pay.
 The right for new employees to receive the Fair Work Information Statement.
3. Multiple True or False
The following key aspects, set out by the Australian Government Workplace Ombudsman, must be considered
for rostering staf in the hospitality industry:
1. Changes to rosters made less than 7 days before the shift require the worker’s agreement. _TRUE__
2. An employee working 5 hours or more is entitled to a paid break of at least 30 minutes. _TRUE___
3. All shifts must be a minimum of 6 hours and a maximum of 11.5 hours, excluding meal breaks. _TRUE___
4. Employees must be paid for the minimum shift, even if they actually work fewer hours. _FALSE___
5. An employer must not deduct any sum from the wages or income of an employee in respect of
breakages or cashiering underings except in the case of wilful misconduct. _TRUE___
6. Pay rates may be pegged to the staff member’s age and qualifications. _TRUE___
4. Explain
Complete the type of labour cost to the correct description:
1. Direct labour costs – Direct labour costs are those labour costs which are involved in producing a good
or service, e.g. chef or tour guide.
2. Indirect labour costs – Those costs in which labour costs of people not directly involved in production,
e.g. cleaning staff and admin staff.
5. Multiple True or False
Which of the following aspects relating to staf availability must be considered when developing a staf roster?
1. When rostering a combination of full-time, part-time and casual staff you will need to take into
consideration people’s preferred availability and required time off. _TRUE___
2. Part-time and casual staff legally must work whenever the business wants. _FALSE___
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3. You will need to consult with your staff as to their work preferences and outside commitments that may
prevent them from working at certain times. _TRUE___
4. Some workers such as those with young children may have family issues that affect when they can work
and this must be considered when creating a roster. _TRUE___
5. The dynamics of the whole work team does not need to be considered when rostering staff. _FALSE___
6. While you may be very direct in enforcing your anti-discrimination policies, there could still be particular
staff members who have a problem working with other staff on cultural grounds. _TRUE___
7. In the interests of a happy and efficient workplace, you will need to try to avoid any potential disputes or
clashes. _TRUE___
6. Multiple True or False
Indicate whether the following aspects relating to religious requirements for staf are true or false:
1. Religious considerations can have a large impact on rostering, particularly on weekends. __TRUE__
2. Some people strictly observe the Sabbath Day, which prevents them from working. _TRUE___
3. Muslim people in particular are concerned with the Sabbath. _FALSE___
4. Jewish and Muslim workers in the kitchen may have objections to handling certain food items,
particularly pork products. _TRUE___
5. Where there are issues relating to particular religious requirements, arrangements must be made to
accommodate these preferences. __TRUE__
6. Strict Muslims are expected to pray throughout the day. Rostering them for night shifts instead is the
most effective way of handling this requirement. _TRUE___
7. Drag the Ticks
Which of the following are examples of organisational policies which impact on rostering practices?
 Large businesses sometimes have childcare facilities for employees with young children and allow
greater flexibility in rostering, by providing care for the children for the entirety of the rostered shift.
 Some businesses may have guidelines with regard to the skill levels present during any particular shift.
 There may be a required ratio of staff to supervisors to ensure adequate supervision and delivery of
service.
 Strategies for rostering only senior staff over public holidays and other unusual events are commonly used.
 Flexible start and finish times and flexible break times for lunch help to assist mothers with children at
school as they may be able to work whilst other workers are on break.
8. Multiple True or False
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How can productivity standards be useful when constructing a staf roster?
1. To assist in determining the minimum numbers of staff, productivity standards can be used. _TRUE___
2. Productivity standards can be determined from a manager’s expectations of desired profit ratios.
_TRUE___
3. Productivity standards can be used to calculate how many staff members are needed, depending on the
anticipated volume of business or the amount of work to be done. __TRUE__
4. If a restaurant had 160 bookings and each staff member could serve 20 customers on average, then you
would need to roster 8 staff for that service period. _TRUE___
5. Staff shortages create service problems and increased levels of customer complaints. __TRUE__
6. Excessive staff levels create higher guest satisfaction levels and reduced staff hours for the business.
_FALSE___
9. Explain
When constructing a roster, staf levels must pass the “3E” test. Complete the factor to the correct description:
1. Efficient – Adequate staff to provide customers with quality service.
2. Economic – To keep wage costs within or below budget.
3. Efective – To deliver the desired outcomes.
10. Drag the Xs
How staf skill levels afect how a roster is constructed?
 The level of skill or proficiency of each staff member will affect how you construct your roster.
 Rostering more unskilled staff has the advantage that a business can provide higher levels of service.
 Because it is widely known that skilled staff are often hard to come by in the TH&E Industry, there is no effect
on your rostering.
 Rather than having 2 highly skilled staff members who earn more than $20 per hour, you may need to
roster 3 less skilled staff members at $15 per hour, in order to make up the shortfall.
 Skilled staff cost more individually, but there is an overall saving over the course of the shift due to their
greater ability.
 Rosters should reflect the customers, e.g. a hotel with many international guests checking in should have
multilingual staff rostered for that period.
11. Multiple True or False
When developing rosters in the TH&E industry the following aspects relating to cultural diversity should be
considered:
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1. In customer service areas in the TH&E industry, cultural diversity has very real benefits as there is often a
need for service staff who speak many languages. __TRUE__
2. When your business deals with many customers from a particular cultural background, it is often
reassuring for those customers to deal with someone who speaks their language and understands their
cultural nuances. __TRUE__
3. In customer service areas with a high number international clientele, only culturally diverse staff should
be rostered during peak periods. __TRUE__
4. Managers should try to ensure that appropriate staff are rostered on to maximise the comfort of
customers. _TRUE___
5. It is a good idea to try and reflect the diversity in society in the diversity of your workplace. __TRUE__
12. Drag the Ticks
The volume of business in the TH&E industry varies and can change quickly. The following aspects need to be
considered to ensure adequate staf skill levels:
 During busy periods when you roster higher numbers of staff, it is very unlikely that the skills on hand will
cover all requirements.
 During a quiet period, you will need to make sure that the few people rostered on have the skills to cover
all the requirements.
 If a staff member has to work alone then you should ensure that the staff member has at least basic skills
and training for the core activities.
 You may find it useful during quiet periods to combine the duties of staff members.
 Combining duties may involve giving them responsibility for a larger physical area, or giving them more
than the usual number of duties.
 Events which require extra staff have no effect on rostering for a given roster period as you can simply pay
overtime to staff regardless of how many total hours they work.
13. Explain
Complete the type of roster used in the TH&E industry to the correct description:
 Shift Rosters – These are used in situations where there is a fairly constant workload, often with shift
lengths of around 8 hours. Shifts can be arranged so that there is no overlap between the shifts.
 Staggered Rosters – These are used when there is a variance in the amount of work or volume of
business, such as in restaurant.
 Split-Shift Rosters – In situations such as in a kitchen, the variation in business volume is such that there
are periods when there is little or nothing to do. Kitchens often employ a split-shift system, whereby
workers will work 2 separate 4 hours’ period with a long break in between. Split-shifts are useful for
reducing wage costs but are usually unpopular with staff.
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14. Explain
Complete the type of roster used for various operational situations to the correct description:
 Full-time Rosters – For full-time staff only. When businesses are open 7 days per week, the full-time staff
need to be rostered over all 7 days. Awards state rules about how many consecutive days can be worked
and maximum numbers of hours per week. These need to be considered while ensuring that roster
levels are appropriate over the full operating time period.
 Part-time and Casual Rosters – Many workers in the industry are part-time or casual workers. Rostering
of these workers can be used to complement the rostering of full-time staff, especially in periods of high
business volume such as special events and during high season.
 Duty Rosters – Duty rosters are often used to cycle staff through the various duties of the workplace. For
example, a hotel with three different restaurants may cycle the wait staff through the different
restaurants.
 Cyclic Rosters – These are used to ensure that all staff have equal opportunities of working the desirable
and undesirable shifts. In businesses that are open 24 hours per day, a cyclic roster might last for a week
period, with each 24-hour period divided into 3 or 4 shifts.
15. Drag the Ticks
Which of the following aspects need to be considered when determining the best roster?
 Operational procedures and policies
 Opening and operational hours
 Opportunities for overtime
 Ratio of full-time to casual staff
 Skill levels and numbers
 Staff availabilities
 Awards
 Staff preferences according to rank
 Business volume fluctuations
16. Explain
Complete the type of roster to the relevant examples for rostering applications:
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 Shift rosters – Used to arrange shift that there is no overlap between shift, e.g. per day.
 Staggered rosters – Used when there is a variance in the amount of work or volume of business, such as
in restaurant.
 Split-shift rosters – Split-shifts are useful for reducing wage costs but are usually unpopular with staff.
 Duty rosters – Duty rosters are good way of preventing repetitiveness of duties.
 Cyclic rosters – These are used to ensure that all staff have equal opportunities of working the desirable
and undesirable shift, e.g. in business that are open 24 hours per day such as an aged care facility.
17. Drag the Ticks
What are the benefits of using computerised rostering systems? Which aspects should be considered when
choosing a rostering system?
 Computerised systems make it easier to factor in all of the award requirements and limitations.
 Computerised systems have the capacity to flag possible problems and also to redo and fix mistakes.
 A computerised system can be programmed to choose staff preferences over award requirements in order to
make a popular roster.
 The rostering system chosen should meet the organisational requirements, based on the size and type of
the business as well as the different needs of the various departments.
 A rostering system must be flexible enough to allow a variety of roster types to be developed and
reliable enough to provide control and accountability.
 A computerised system will ensure full compliance with all award requirements is maintained at all times.
18. Multiple True or False
There are many simple user-friendly pieces of software specifically designed for developing rosters. Some of
the available system features include:
1. Many systems link into existing payroll systems or have add-ons that streamline the budgeting, record
keeping and payroll processes. __TRUE__
2. Some systems can import directly into MYOB, Xero or other accounting software in order to reduce the
administration time and costs of the business. _TRUE___
3. Systems linked to accounting software can calculate all entitlements, taxes due and automatically
correspond with nominated superannuation providers and the Taxation department. __FALSE__
4. With systems linked to accounting software you can manage the amount of overtime being done,
calculate contractor hours and budgets and keep an eye on associated staff on-costs. __TRUE__
5. Many computerised applications allow you to schedule leave, evenly allocate workload across casual and
shift workers and plan staffing needs for high demand and low demand periods accordingly. __TRUE__
6. Some systems are linked to electronic clocking systems such as swipe cards. __TRUE__
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T/A American College / International Institute of Management
RTO Code: 31897
CRICOS Code: 03149K
7. Many different reports can be created to help you analyse staff costs and these can then be compared to
historical reports and help identify trends or problem areas. _TRUE___
19. Multiple True or False
There is a range of communication skills that can be used to inform staf of rosters. Indicate whether the
following examples are true or false:
1. Communicating a roster to staff can be in the form of hand-written rosters on a piece of paper which may be
copied and handed out or put on a noticeboard. _TRUE___
2. A spreadsheet file should be printed and posted by mail to each staff member. __FALSE__
3. A spreadsheet file can be emailed to staff, posted online or on the company intranet site. _TRUE___
4. With mobile phones being common, some casual staff may just ring voicemail for their shift details.
_FALSE___
5. Casual staff may receive their roster details via SMS. _TRUE___
6. Rostering software may allow you to distribute individual rosters by electronic forms – email, through a
calendar such as Outlook, SMS, etc. __TRUE__
20. Drag the Ticks
Indicate which of the following processes need to be established to ensure that all staf understand the workrelated requirements:
 Days and times of attendance at work
 Rostered breaks, duration and frequency
 Mechanisms for recording extra hours worked
 Processes to obtain a wage rise
 Leave application processes
 Process in case of incidents such as sickness
 Bonus calculation scheme
 Process for any grievances
21. Multiple True or False
The following procedures can be used to efectively monitor and approve shift documents in a workplace:
1. In many situations there will be documentation associated with a worker’s shift that will need to be
analysed and approved or followed up on. _TRUE___
2. Electronic swipe cards that link directly into the rostering and payroll system and will need to be
monitored to ensure staff are using their own card correctly. __TRUE__
3. Where staff use time sheets, these need to be reconciled and verified against the scheduled hours on
the roster. _TRUE___
4. If a staff member has claimed more hours than were allocated then they should only be paid for the
minimum shift length until a formal investigation by Fair Work Australia is completed. __FALSE__
5. In many situations the supervisor or manager in the department has to sign off on timesheets before the
Finance department will process them. __TRUE__
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6. Contractors and casual staff who are paid based on time worked do not need to be verified as the hours
are set in advance. __FALSE__
22. Drag the Ticks
What are the requirements for maintaining staf records of time and wages?
 Maintenance of staff records is a requirement under Federal and State Laws.
 Employers are required to keep accurate and complete records of time and wages and to issue pay slips
to each employee.
 Records must be laid out so that a government inspector can review the information and determine if
the employee is being paid the correct amount.
 Employees and former employees do not have the right to access employer copies of their own records.
 Employers must keep copies of all staff records for at least 7 years, under law.
 Records must be written in plain English and may be stored on computer, provided the records can be
printed on request.
 The Fair Work Act 2009 specifies the details for information to be kept.
23. Drag the Ticks
Which of the following details must be included in a pay slip?
 Employer name
 Employee name
 Date of payment
 Payment period
 Gross and net payment amount
 Accrued holidays
 Loadings, allowances, bonuses, incentive-based payments, penalty rates
 For workers paid on an hourly rate, the rate, number of hours and total amount paid
 Accrued long service leave
 Rate of payment on the last day of the pay period for workers on salary
 Superannuation fund details and amounts paid
24. Multiple True or False
When evaluating rosters for their efectiveness the following aspects need to be considered:
1. Consultation with staff should be part of an effective evaluation of the roster’s effectiveness. _TRUE___
2. If the staff indicate that there are consistent periods of overwork along with consistent periods of little or
nothing to do, then this indicates that you have achieved a balanced roster. __FALSE__
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RTO Code: 31897
CRICOS Code: 03149K
3. If you observe a change in busy periods you might need to change the times of certain shifts so that
there are more staff on hand at the busy times and fewer during low periods. __TRUE__
4. A periodic evaluation of the needs of the business can also affect rostering for example seasonal
fluctuations or special events. _TRUE___
5. Rosters are an essential tool for helping you stay within your budget and frequent reviews ensure that
you stay goal-oriented. _TRUE___
SITXHRM002 Roster staf
Checkpoint 1
Q1.
Indicate whether the following statements relating to award conditions are true or false:
True
False
9. In Australia there is one federal award which is relevant to every individual
workplace.

10. Awards are set by national and state governments and cover a wide variety of
industries, including the many sections of the industry.

11. The Fairwork website provides the essential information relating to awards, leave
and other staff entitlements and requirements to be considered when rostering
staff.

12. The awards cover many of the conditions of employment including WHS matters.

13. In terms of rostering the most important aspects are the pay rates and the rules
governing how many hours can be worked.

14. Penalty rates apply when a worker works more than the specified full-time hours
per week, on weekends, after regular work hours, after midnight and on public

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Assessment – 5 – Checkpoints
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holidays.
15. Penalty rates can have a direct effect on the profitability of a business.

16. On public holidays, if the level of staffing remains the same as on regular work
days, the staff costs can increase by 50%.

Q2.
Efective from 1st January 2010, all Australian employees (except casual workers) are entitled to minimum
conditions known as the National Employment Standards. What do these standards include?
ANSWER: The National Standards include:
1. A maximum standard working week of 38 hours for full-time employees, plus ‘reasonable additional
hours’.
2. A right to request flexible working.
3. Parental and adoption leave of 12 months (unpaid), with a right to request an additional 12 months.
4. Four weeks paid annual leave each year (pro rata).
5. Ten days personal/carer’s leave each year (pro rata), two days paid compassionate leave for each
permissible occasion and two days unpaid carer’s leave for each permissible occasion.
6. Community service leave for jury service or activities dealing with certain emergencies or natural
disasters. This leave is unpaid except for jury service.
7. Long service leave.
8. Public holidays and the entitlement to be paid for ordinary hours on those days.
9. Notice of termination and redundancy pay.
10. The right for new employees to receive the Fair Works Information statement.
Q3.
List 6 key aspects set out by the Australian Government Workplace Ombudsman which must be considered
when rostering staf in the hospitality industry:
ANSWER: Following aspects must be considered when rostering staff in the hospitality industry:
1. Changes to rosters made less than 7 days before the shift require the worker’s agreement.
2. An employee working 5 hours or more is entitled to an unpaid break of at least 30 minutes. Employees
may also be entitled to paid breaks in certain circumstances.
3. All shifts must be a minimum of 6 hours and maximum of 11.5 hours, excluding meal breaks. Employees
must be paid for the minimum shift, even if they actually work fewer hours.
4. An employer must not deduct any sum from the wages or income of an employee in respect of
breakages or cashiering underings except in the case of wilful misconduct.
Q4.
Provide a description for each of the following types of labour costs:
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3. Direct labour costs – Direct labour costs are those labour costs which are involved in producing a good
or service, e.g. chef or tour guide.
4. Indirect labour costs – Those costs in which labour costs of people not directly involved in production,
e.g. cleaning staff and admin staff.
Q5.
List 5 aspects relating to staf availability which must be considered when developing a staf roster:
ANSWER:
1. When rostering a combination of full-time, part-time and casual staff you will need to take into
consideration people’s preferred availability and required time off.
2. You will need to consult with your staff as to their work preferences and outside commitments that may
prevent them from working at certain times.
3. Religious considerations can have a large impact on rostering, particularly on weekends. Some people
follow some strict religious rules, which could prevent them from working.
4. Some workers such as those with young children may have family issues that affect when they can work.
This will need to be considered when rostering.
5. The dynamics of the whole work team also need to be taken into consideration.
Q6.
Provide 4 examples for aspects which may need to be considered when rostering staf with various religious
beliefs. How can you accommodate these needs?
ANSWER:
1. Jewish people and Seventh Day Adventists in particular are concerned with the Sabbath.
2. Jewish and Muslim workers in the kitchen may have objections to handling certain food items,
particularly pork products. If this is the case, then arrangements must be made to accommodate these
preferences.
3. Strict Muslims are expected to pray throughout the day and provision must be given.
Checkpoint 2
Q1.
Provide 3 examples of organisational policies which may impact on rostering practices:
ANSWER: Organisational policies become more flexible to accommodate the workers with the different needs:
1. For example, workplace may also introduce family-friendly initiatives to encourage parents back to work.
2. Large businesses sometimes have childcare facilities as part of their staff facilities.
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RTO Code: 31897
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3. Some may provide lunch shifts from 10am-12pm. For mothers which children at school, working at this
time would allow them to drop their children off before the shift and pick them up later. Then you have
staff during the busy period.
Q2.
How can productivity standards be useful when constructing a staf roster?
ANSWER: To assist in determining the minimum numbers of staff, productivity standards can be used. They can
be determined from previous experience and they can be used to calculate how many staff members are
needed, depending on the anticipated volume of business or the amount of work to be done.
Q3.
When constructing a roster, staf levels must pass the “3E” test. What would this require for each of the
following factors?
4. Efficient – Adequate staff to provide customers with quality service.
5. Economic – To keep wage costs within or below budget.
6. Efective – To deliver the desired outcomes.
Q4.
How do staf skill levels afect how a roster is constructed?
ANSWER: The level of the skill or proficiency of each worker will affect how you construct your roster. Staff with
higher skills cost more money in wages, but this money will probably be recouped due to the higher standard of
service and efficiency. Skilled staff is often hard to come by in the TH&E industry, so this will affect your rostering.
Q5.
List 4 aspects relating to cultural diversity that should be considered when developing rosters in the TH&E
industry:
ANSWER:
1. Staff members who know different languages are able assist in translating the risks and requirements,
then the customer service will flow much more smoothly.
2. Staff need to be aware of any medical conditions. This conditions cannot be translated easily. Staff with
language efficiency can be very helpful.
3. Staff from diverse cultural backgrounds could help to know needs of a customer from any particular
culture.
4. Diversity in workplace could also be helpful in understanding the needs of people who follow different
religions.
Q6.
The volume of business in the TH&E industry varies and can change quickly. List 4 aspects that need to be
considered to ensure adequate staf skill levels:
ANSWER:
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1. Economic factors need be considered to ensure adequate staff skill levels.
2. Weather could also have an impact in the volume of business.
3. Busy and quiet times also affect the roster particularly regarding staff skill levels.
4. During a quiet period, you will need to make sure that the few people rostered on have the skills to cover
all the requirement.
Checkpoint 3
Q1.
Describe each of the following types of rosters used in the TH&E industry:
 Shift Rosters – These are used in situations where there is a fairly constant workload, often with shift
lengths of around 8 hours. Shifts can be arranged so that there is no overlap between the shifts.
 Staggered Rosters – These are used when there is a variance in the amount of work or volume of
business, such as in restaurant.
 Split-Shift Rosters – In situations such as in a kitchen, the variation in business volume is such that there
are periods when there is little or nothing to do. Kitchens often employ a split-shift system, whereby
workers will work 2 separate 4 hours’ period with a long break in between. Split-shifts are useful for
reducing wage costs but are usually unpopular with staff.
Q2.
Describe each type of roster used for various operational situations:
 Full-time Rosters – For full-time staff only. When businesses are open 7 days per week, the full-time staff
need to be rostered over all 7 days. Awards state rules about how many consecutive days can be worked
and maximum numbers of hours per week. These need to be considered while ensuring that roster
levels are appropriate over the full operating time period.
 Part-time and Casual Rosters – Many workers in the industry are part-time or casual workers. Rostering
of these workers can be used to complement the rostering of full-time staff, especially in periods of high
business volume such as special events and during high season.
 Duty Rosters – Duty rosters are often used to cycle staff through the various duties of the workplace. For
example, a hotel with three different restaurants may cycle the wait staff through the different
restaurants.
 Cyclic Rosters – These are used to ensure that all staff have equal opportunities of working the desirable
and undesirable shifts. In businesses that are open 24 hours per day, a cyclic roster might last for a week
period, with each 24-hour period divided into 3 or 4 shifts.
Q3.
List 5 aspects that need to be considered when determining the best roster:
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ANSWER:
1. Opening and operational hours.
2. Operational procedures and policies
3. Staff availabilities
4. Business volume fluctuations
5. Ratio of full-time to casual staff.
Q4.
In general, for which departments in the TH&E industry could the following types of rosters be used?
 Shift rosters – These are used in situations where there is a fairly constant workload, often with shift
lengths of around 8 hours. Shifts can be arranged so that there is no overlap between the shifts.
 Staggered rosters – These are used when there is a variance in the amount of work or volume of
business, such as in restaurant.
 Split-shift rosters – In situations such as in a kitchen, the variation in business volume is such that there
are periods when there is little or nothing to do. Kitchens often employ a split-shift system, whereby
workers will work 2 separate 4 hours’ period with a long break in between. Split-shifts are useful for
reducing wage costs but are usually unpopular with staff.
 Duty rosters – Duty rosters are often used to cycle staff through the various duties of the workplace. For
example, a hotel with three different restaurants may cycle the wait staff through the different
restaurants.
 Cyclic rosters – These are used to ensure that all staff have equal opportunities of working the desirable
and undesirable shifts. In businesses that are open 24 hours per day, a cyclic roster might last for a week
period, with each 24-hour period divided into 3 or 4 shifts.
Q5.
What are the benefits of using computerised rostering systems? Which aspects should be considered when
choosing a rostering system?
ANSWER: Computerised rostering systems make it easy to factor in all of the award requirements and
limitations, flag possible problems and also to redo and fix mistakes. The rostering system chosen should meet
the organisational requirements, based on the size and type of the business.
Q6.
There are many simple user-friendly pieces of software specifically designed for developing rosters. List 6
available system features:
ANSWER:
1. Many of the systems link into existing payroll systems or have add-ons that streamline the budgeting,
record keeping and payroll processes.
30 of 33
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International Institute of Management Pty Ltd
T/A American College / International Institute of Management
RTO Code: 31897
CRICOS Code: 03149K
2. Some systems can import directly into MYOB, Xero or other accounting software in order to reduce the
administration time and costs of the business.
3. Using the system can manage the amount of overtime being done, calculate contractor hours and
budgets and keep an eye on associated staff on-costs.
4. You can schedule leave, evenly allocate workload across casual and shift workers and plan staffing needs
for high demand and low demand periods accordingly.
5. Some systems are linked to electronic clocking systems such as swipe cards.
6. These systems allow you to calculate wage budgets and control wage costs on the fly.
Checkpoint 4
Q1.
Provide 3 examples for diferent communication mediums that can be used to inform staf of rosters:
ANSWER:
1. Hand written rosters on piece of paper which may be copied and handed out or put on a noticeboard.
2. A spreadsheet file can be emailed to staff.
3. Roster can be posted online or on the company intranet there are many ways to communicate a roster.
Q2.
List 6 processes that need to be established to ensure that all staf understand the work-related requirements:
ANSWER:
1. Days and times of attendance and frequency.
2. Rostered breaks, duration and frequency.
3. Mechanisms for recording extra hours worked.
4. Leave application process.
5. Process in case of incidents such as sickness.
6. Process for any grievances.
Q3.
List 6 procedures that can be used to efectively monitor and approve shift documents in a workplace:
ANSWER:
1. Electronic swipe cards that are directly linked into the rostering and payroll system. These will need to be
monitored to ensure staff are using their own card correctly.
2. A manual time sheet filled out by staff need to be reconciled against the roster to see whether staff were
rostered on for the periods they claimed. Any discrepancies will need to be investigated.
3. The finger scanners can be used to effectively monitor and approve shift documents in a workplace.
4. If more hours have claimed by any staff, then you will need to verify that the work was actually done.
5. You will need to make sure that employment conditions such as allocated break duration, shift length
and maximum hours’ restrictions are adhered to.
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RTO Code: 31897
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6. If payments are aligned to KPI’s or milestones, then you must verify that the work has been completed
before payment can be made.
Q4.
What are the requirements for maintaining staf records of time and wages? Where can this information be
found?
ANSWER: The requirement for maintaining staff records of time and wages is under Federal and State Laws.
Employers need to keep accurate and complete records of time and wages and to issue pay slips to each
employee. Records must be written in plain English and may be stored on computer, provided the records can be
printed on request.
Q5.
List all details that must be included in a pay slip:
ANSWER: Following details must be included in a pay slip:
1. Employer name
2. Employee name
3. Date of payment
4. Payment period (usually per week or fortnight)
5. Gross and net payment amount
6. Loadings, allowances, bonuses, incentive-based payments, penalty rates or other entitlements paid
7. Ordinary hourly rate for workers paid on an hourly rate including the number of hours worked at that
rate and the total dollar amount of pay at that rate
8. Rate of payment on the last day of the pay period for workers on salary
9. Any deductions including amount and purpose, name of fund or account the deduction was paid into
copy of written authorisation for deduction from the employee
10. Any superannuation contributions paid for the employee’s benefit including the amount of contributions
made or due during the pay period and the name or number of the fund to which the payments are or
will be made.
Q6.
List 5 aspects that need to be considered when evaluating rosters for their efectiveness:
ANSWER:
1. You could consult with staff for the opinion on the effectiveness of the rostering. If the staff indicate that
there are consistent periods of overwork along with consistent periods of little or nothing to do, then
you will need to modify your roster.
2. A periodic evaluation of the needs of the business can also affect rostering. For example, if a resort has
made a marketing effort in parts of Asia to try and capture some overseas tourism, appropriate staff will
need to be on hand when those tourists arrive.
3. Rosters are an ongoing issue as sickness, accidents and changes in staff will affect your mix all of the
time. They are an essential tool for helping you stay within your budget and frequent reviews ensure that
you stay goal-oriented.
32 of 33
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International Institute of Management Pty Ltd
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RTO Code: 31897
CRICOS Code: 03149K
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