Tutorial Letter 101/3/2018 - StudyNotesUnisa · 6.1 Contacting the lecturer I am your lecturer for...

HRM3706/101/3/2018

Tutorial Letter 101/3/2018

Performance Management

HRM3706

Semesters 1 & 2

Department of Human Resource Management

IMPORTANT INFORMATION

Please register on myUnisa, activate your myLife e-mail address and make sure that you have regular access to the HRM3706-2018-S1 and HRM3706-2018-

S2 myUnisa module sites, as well as your e-tutor group site.

IMPORTANT INFORMATION: This tutorial letter contains

important information about your module.

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CONTENTS Page

1 GETTING STARTED .................................................................................................................... 4

2 OVERVIEW .................................................................................................................................. 4

2.1 Purpose ........................................................................................................................................ 4

2.2 Outcomes ..................................................................................................................................... 5

3 ACCESSING HRM3706 VIA MYUNISA ....................................................................................... 5

3.1 myUnisa and myLife e-mail ........................................................................................................... 5

3.2 Study material ............................................................................................................................... 5

3.3 Assessment .................................................................................................................................. 5

3.4 Feedback on assignments ............................................................................................................ 6

3.5 Prescribed books, recommended books and e-reserves ............................................................... 6

4 WHERE SHOULD YOU START AND HOW SHOULD YOU APPROACH HRM3706? ................ 6

5 MYUNISA AND MYLIFE E-MAIL ................................................................................................. 6

6 CONTACTING YOUR LECTURER AND UNISA .......................................................................... 7

6.1 Contacting the lecturer .................................................................................................................. 7

6.2 Contacting the Department of HRM .............................................................................................. 7

6.3 Contacting the University .............................................................................................................. 7

6.4 Contacting your fellow HRM3706 students ................................................................................... 8

7 RESOURCES ............................................................................................................................... 8

7.1 Prescribed book ............................................................................................................................ 8

7.2 Recommended books ................................................................................................................... 8

7.3 Electronic reserves (e-reserves) ................................................................................................... 8

7.4 Other resources (print support material) ........................................................................................ 8

7.5 Library services and resource information ..................................................................................... 9

8 WHAT STUDENT SUPPORT SERVICES ARE AVAILABLE FOR THIS MODULE? ................... 9

8.1 Student support systems and services at Unisa ............................................................................ 9

8.2 myUnisa ........................................................................................................................................ 9

8.3 E-tutors ......................................................................................................................................... 9

8.4 STUDENT SUPPORT SERVICES FOR THE MODULE

8.4.1 Predatory providers of classes and examination support

8.4.2 TVET Agreements

9 HOW DO YOU KNOW WHEN WHAT IS DUE FOR HRM3706? ................................................ 10

10 ASSESSMENT ........................................................................................................................... 10

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10.1 Assignments (Formative assessment) ........................................................................................ 10

10.1.1 Assessment plan for HRM3706 ................................................................................................... 10

10.1.2 How are the year mark and final assessment marks calculated? ................................................ 11

10.1.3 Where do you find your assignments? ........................................................................................ 12

10.1.4 Format of the assignments .......................................................................................................... 12

10.1.5 Unique numbers, due dates and material to be studied for assignments ..................................... 12

10.1.6 How and when should you submit your assignments? ................................................................ 13

10.1.7 Who should you contact about the receipt of an assignment or marks obtained? ....................... 13

10.1.8 How do I obtain an extension for an assignment? ....................................................................... 13

10.2 Examination (Summative assessment) ....................................................................................... 13

10.2.1 Requirements for admission to the examination .......................................................................... 13

10.2.2 Format of the examination paper ................................................................................................ 13

10.2.3 Guidelines on preparing for the examination ............................................................................... 14

11 SOUTH AFRICAN BOARD FOR PEOPLE PRACTICES (SABPP) ........................................... 14

12 FREQUENTLY ASKED QUESTIONS (FAQs) ........................................................................... 14

13 CONCLUSION .......................................................................................................................... 15

APPENDIX A – ASSIGNMENTS FOR SEMESTER 1 (2018) ................................................................. 16

APPENDIX B – ASSIGNMENTS FOR SEMESTER 2 (2018) ................................................................. 30

APPENDIX C - SELF-ASSESSMENT ASSIGNMENT (BOTH SEMESTERS)………………………........46

APPENDIX D: COMMENTS ON ASSIGNMENT 03 (SELF-ASSESSMENT ASSIGNMENT FOR

BOTH SEMESTERS) ............................................................................................................................. 48

APPENDIX E – SCHEDULE (SEMESTER 1 – 2018) ............................................................................. 52

APPENDIX F – SCHEDULE (SEMESTER 2 – 2018) ............................................................................. 54

Please note / important notes: This tutorial letter should be read in conjunction with the Study @ Unisa brochure and Tutorial Letter HRMALL6/301/4/2018 and the study guide for this module. It is strongly recommended that you register for and use myUnisa (see the Study @ Unisa brochure for details) as this will give you direct access to important information and allow you to perform tasks such as updating your personal information, submitting assignments, confirming receipt of assignments, obtaining assignment marks, obtaining examination time tables and results, joining online discussion forums and many more.

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Dear Student

1 GETTING STARTED Welcome to the Performance Management (HRM3706). This tutorial letter refers to the module HRM3706 and it contains module-specific information related to the tutorial matter for the module, the purpose and outcomes of the module, relevant contact details, resources, student support services, where you will find the workbooks and study plan, how you will be assessed in this module, the assignments and also frequently asked questions. Over and above the inventory letter and other items you should also have access via myUnisa to the brochure Study @ Unisa which contains important information; this brochure is also available on myUnisa. The Department of Despatch should supply you with the following tutorial matter for this module:

one general tutorial letter from our Department: HRMALL6/301/4/2018

Tutorial Letter HRM3706/101/3/2018 (this tutorial letter)

study guide Feedback on assignments will be provided in Tutorial Letters 201 and 202 respectively, that will also be available on myUnisa a few weeks after the due date of each assignment.

2 OVERVIEW 2.1 Purpose This module will be useful to students who need to develop a detailed, well-rounded and systematic knowledge base about performance management, and the evaluative and developmental role it plays to help mainly South African organisations and employees to perform well, and to enhance social and economic transformation.

People credited with this module are able to demonstrate a well-rounded and detailed knowledge and insight into the dynamics, challenges, processes and practices related to designing, developing and implementing holistic and integrated performance management systems that align the optimal developed work performance of the workforce with the strategic direction of organisations in primarily South Africa. This module is delivered using myUnisa and the internet as well as peer group interaction. Your lecturers will interact with you on myUnisa and via e-mail.

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2.2 Outcomes The module outcomes are those outcomes that you must achieve to complete the module successfully and to be effective in the workplace. On completion of this module, you should be able to:

elaborate on the complexities pertaining to a shift from a “performance assessment” focus, to a comprehensive and integrated approach to performance management in organisations in South Africa, and also to a lesser extent elsewhere; and

make recommendations on how organisations can use performance management to enhance employee performance in terms of challenges facing South African organisations.

3 ACCESSING HRM3706 VIA MYUNISA In this tutorial letter and also on myUnisa we explain how this module works and where you will obtain certain information. 3.1 myUnisa and myLife e-mail

You must get connected to myUnisa. This online module uses the myUnisa online system extensively and you can access it via the internet at https://my.unisa.ac.za. When you connect for the first time, you create a password that you should keep in a safe place and you will also get a myLife e-mail address. This is the e-mail address that Unisa will use to communicate with you. NB: although you can access your study material in both English and Afrikaans, all the correspondence on myUnisa site will be in English only.

You have to ensure that you have regular access to myUnisa and that you read your myLife e-mails on a regular basis. Plan properly to ensure that you submit assignments via myUnisa on time and that you work at a fast enough pace so that you can work through all the required study material. In the Study @ Unisa brochure you will find details on myUnisa. Or you can go to https://my.unisa.ac.za – make sure you have a login and password. Keep this in a safe place for later use. 3.2 Study material You will receive a printed study guide and you will have to purchase the prescribed book or get access to the recommended book and/or e-reserves. The study guide will consist of Workbooks. Use this together with your prescribed book that you have to purchase or the other resources referred to in this tutorial letter. You are, however, encouraged to participate on myUnisa site line. This is a relevant platform to discuss the content matter with your fellow students. 3.3 Assessment You have compulsory assignments to submit on/before the due dates. The examination will be a venue-based examination. Find the exam time tables on myUnisa. You will only be admitted to the examination if you have submitted an assignment on/before the due date and it reached us on/before this date. Refer to section 10 in this tutorial for more information.

https://my.unisa.ac.za/


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3.4 Feedback on assignments Guidelines on answering the assignments for the semester that you are registered for will be provided to students on the HRM3706 myUnisa module site as mentioned above. You will also receive a printed tutorial letter in the mail. 3.5 Prescribed books, recommended books and e-reserves There is one prescribed book for HRM3706. You need to purchase this book as it is not available on myUnisa module site. The details appear on the site and in this tutorial letter (section 7). Remember that you can find details of official Unisa booksellers in the Study @ Unisa brochure.

4 WHERE SHOULD YOU START AND HOW SHOULD YOU APPROACH HRM3706? You can find almost all of the information that you will need for this module on the HRM3706 myUnisa module site. This tutorial letter is merely to guide you on where to start and what to do. As mentioned above it’s really important for you to connect to myUnisa and to use the site and the internet regularly. To get you started and to assist you with HRM3706 we have included a step-by-step process below: Go to the website at https://my.unisa.ac.za and log in using your student number and password. You will see HRM3706-18-S1 in the row of modules displayed in the orange blocks at the top of the webpage. Select the More tab if you cannot find the module you require in the orange blocks. Then click on the module you want to open. You will receive this tutorial letter and a printed copy of the online study material for your module. While the printed material may appear different from the online study material, it is the same, as it has been copied from the myUnisa website.

5 MYUNISA AND MYLIFE E-MAIL If you have access to a computer that is linked to the internet, you can quickly access resources and information at the University. The myUnisa learning management system is the University's online campus that will help you communicate with your lecturers, other students and the administrative departments at Unisa – all through the computer and internet.

You can start at the main Unisa website at http://www.unisa.ac.za and then click on the myUnisa orange block. This will take you to the myUnisa website. To go to the myUnisa website directly, go to https://my.unisa.ac.za. Click on Claim UNISA Login on the right-hand side of the screen on the myUnisa website. You will then be prompted to give your student number to claim your initial myUnisa details as well as your myLife e-mail login details. Remember that there are a variety of tools available on the main myUnisa site that you can access even before you log onto the site. For the HRM3706 myUnisa module site we have also included in the preface to the study guide a URL (or link to a website) about “netiquette” and mutual expectations. NB: Check your myLife e-mails regularly because all announcements and other module-related communication will be sent to this address. Refer to the Study @ Unisa brochure for more information on myUnisa. As mentioned above, this is essential for this module. To access myUnisa go to http://my.unisa.ac.za.


http://www.unisa.ac.za/


http://my.unisa.ac.za/

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6 CONTACTING YOUR LECTURER AND UNISA 6.1 Contacting the lecturer I am your lecturer for this module and these are my details:

Ms Esther Kgosinyane

Office number: Unisa, Muckleneuk Campus, AJH van der Walt Building, Room 3-72

E-mail address: [email protected]

Postal address: The Lecturer Performance Management (HRM3706) Department of Human Resource Management PO Box 392 Unisa 0003

You may also contact me via the HR helpdesk (see details in section 6.2 below) or via the Course Contact option on myUnisa. You will find this option on the left-hand side once you have logged on to the HRM3706 myUnisa module. Please do not send the same message to both the helpdesk and via the course contact option on the myUnisa module site because this may cause delays as we have to respond to duplicate enquiries. Please address all correspondence about academic matters, such as enquiries about the contents of assignments, to me. Administrative enquiries should be directed to the relevant department. See section 6.3. To avoid disappointment, make an appointment beforehand if you wish to see me personally. You may enclose more than one letter in an envelope, but don’t address enquiries to different departments in the same letter. Don’t include letters to lecturers with assignments. Always write your student number and the HRM3706 code at the top of any correspondence to the university. If you contact me by e-mail, always include the module code and your student number in the subject line. 6.2 Contacting the Department of HRM You can contact the lecturers by telephone or e-mail via the Department of Human Resource Management’s helpdesk. The details are as follows:

Telephone number: 012 429 8701

E-mail address: [email protected] (Always include your student number and the module code in the subject line of e-mail messages that you send to this e-mail address)

When you use the above telephone number or e-mail address, your enquiry will be directed to the appropriate person. Please do not send the same message to both the helpdesk and via the course contact option on the myUnisa module site; this may cause delays as we have to respond to duplicate enquiries. 6.3 Contacting the University Address any enquiries about administrative matters to the section concerned with your problem. Consult Study @ Unisa or Tutorial Letter HRMALL6/301/4/2018 about this. Note the format required for e-

mailto:[email protected]

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mail/SMS correspondence. Always have your student number at hand when phoning the university. 6.4 Contacting your fellow HRM3706 students Log into myUnisa and join your fellow students in discussion forum. Here students raise different topic from your study material to be discussed. The lecturer will join a discussion and provide more clarity on each topic.

7 RESOURCES 7.1 Prescribed book There is one HRM3706 prescribed book for this module that you need to use, namely:

Aguinis, H. 2014. Performance Management. Third edition. Pearson Education Limited. ISBN 13: 978-1-292-02407-3

DON’T use previous editions of this book – make sure you purchase the third edition. Prescribed books can be obtained from the university’s official booksellers. Access myUnisa for the official booksellers that stock this book: Go to the myUnisa webpage (http://my.unisa.ac.za), click on Prescribed books on the left and type in the relevant module code. Once you click on Display, you will find information on the prescribed book for the particular module as well as information on the booksellers. Information on the booksellers is also available in Study @ Unisa. Alternatively, you can log on to the HRM3706 module site on myUnisa and click on the Prescribed Books link on the left-hand side. If you have difficulty obtaining the prescribed book from these booksellers, please contact the Unisa Prescribed Book Section as soon as possible at telephone number 012 429 4152 or send an e-mail to [email protected] for assistance. 7.2 Recommended books There are no recommended books for this module. 7.3 Electronic reserves (e-reserves) There are no e-reserves for this module.

7.4 Other resources (print support material) Although the study material for HRM3706 will be available on myUnisa site, the printed study material will be sent to you at the beginning of the semester. However, you do not have to wait for it before you start studying – you can go online as soon as you have registered and find all your study material there. The material we will send you is an offline copy of the formal content for the online module. Having an offline copy will enable you to study for this module WITHOUT having to use the internet or to go to an internet café. It will save you time and money, and you will be able to read and re-read the material and start doing the activities. It is very important that you log in to myUnisa regularly. We recommend that you log in at least once a week or every 10 days to do the following:

Check for new announcements. You can also set your myLife e-mail account to receive the announcement e-mails on your cell phone.


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Do the Discussion Forum activities. When you do the activities for each unit, we want you to share your answers with the other people in your group. You can read the instructions and even prepare your answers offline, but you will need to go online to post your messages.

We hope that by giving you extra ways to study the material and practise all of the activities, this system will help you succeed in the online module. To get the most out of the online course you MUST go online regularly to complete the activities and assignments on time. Remember, the printed support material is back-up material for everything that is found online on myUnisa. It does not contain any extra information. In other words, do NOT wait for the printed support material to arrive before you start studying. 7.5 Library services and resource information For brief information, go to www.unisa.ac.za/brochures/studies. For detailed information, go to http://www.unisa.ac.za/library. For research support and services of personal librarians, click on "Research support".

The Library has compiled numerous library guides:

finding recommended reading in the print collection and e-reserves –http://libguides.unisa.ac.za/request/undergrad

requesting material – http://libguides.unisa.ac.za/request/request

postgraduate information services – http://libguides.unisa.ac.za/request/postgrad

finding, obtaining and using library resources and tools to assist in research – http://libguides.unisa.ac.za/Research_Skills

contacting the Library/finding us on social media/frequently asked questions – http://libguides.unisa.ac.za/ask

8 WHAT STUDENT SUPPORT SERVICES ARE AVAILABLE FOR THIS MODULE? 8.1 Student support systems and services at Unisa Various student support systems and services are available at Unisa (e.g. student counselling, tutorial classes, language support), please consult the brochure Study @ Unisa. Information on the use of myUnisa and tutor support is also provided in Tutorial Letter HRMALL6/301/4/2018. 8.2 myUnisa On the HRM3706 module site on myUnisa you will find many tools which include among other, a link to contact your lecturer and a discussion forum to discuss important topics with your fellow students. A copy of the welcome page can be found in Appendix E of this tutorial letter. 8.3 E-tutors Please be informed that, with effect from 2013, Unisa offers online tutorials (e-tutoring) to students registered for modules at NQF level 5, 6 and 7 which means qualifying first year, second year and third year modules.

Once you have been registered for HRM3706 you will be allocated to a group of students with whom you will be interacting during the tuition period as well as an e-tutor who will be your tutorial facilitator. Thereafter you will receive an SMS informing you about your group, the name of your e-tutor and instructions on how to log onto myUnisa to receive further information on the e-tutoring process.

Online tutorials are conducted by qualified e-tutors who are appointed by Unisa and are offered free of charge. All you need to participate in e-tutoring is a computer with an internet connection. If you live close to a Unisa regional Centre or a Telecentre contracted with Unisa, please feel free to visit any of

http://www.unisa.ac.za/brochures/studies

http://www.unisa.ac.za/library

http://libguides.unisa.ac.za/request/undergrad

http://libguides.unisa.ac.za/request/request

http://libguides.unisa.ac.za/request/postgrad

http://libguides.unisa.ac.za/Research_Skills

http://libguides.unisa.ac.za/ask

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these to access the internet. E-tutoring takes place on myUnisa where you are expected to connect with other students in your allocated group.

The role of the e-tutor is to guide you through your study material during this interaction process. For you to get the most out of online tutoring, you need to participate in the online discussions that the e-tutor will be facilitating.

8.4 STUDENT SUPPORT SERVICES FOR THE MODULE

8.4.1 Predatory providers of classes and examination support

Please be aware of the existence of multiple fraudulent and predatory providers of classes and examination guidance to Unisa students. Please note that Unisa do not have agreements with any of these agencies/schools/colleges to provide tuition or support to our students. Unisa also do not provide these predators with study material, guidelines or your contact information.

These providers may not have the necessary expertise to assist you and often charge exorbitant fees. If you receive an invitation from any agency or College, it is best to confirm with your lecturer if the provider is a legitimate Unisa partner.

8.4.2 TVET Agreements

Unisa, however, have agreements with a number of TVET Colleges to provide contact tuition and support for students in the following Higher Certificates:

- Higher Certificate in Economic & Management Sciences - Higher Certificate in Banking - Higher Certificate in Tourism - Higher Certificate in Accounting Sciences

More information on this is available on the Unisa website.

9 HOW DO YOU KNOW WHEN WHAT IS DUE FOR HRM3706? Given the limited time you have to work through the prescribed material, complete the assignments and prepare for the examination, we have drawn up a suggested schedule or study plan for you. The study plan appears in Appendix A and B for semesters 1 and 2 respectively. Assignment due dates are available on the schedule, and are also included in this tutorial letter. You can change the schedule that we have provided to suit your particular needs if you wish, but keep in mind that we have indicated the minimum pace at which you need to work. You can also refer to the brochure Study @ Unisa for guidance in terms of general time management and planning skills. A paper-based planner has also been included at the back of the Study @ Unisa brochure that you can use if you prefer.

10 ASSESSMENT 10.1 Assignments (Formative assessment) 10.1.1 Assessment plan for HRM3706 Unlike residential universities, Unisa doesn’t require students to write tests to gain admission to the examination. Assignments are used for this purpose.

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Assignments are important in determining whether you have studied the matter in the workbooks and prescribed book systematically and can achieve certain objectives. At the same time, you become familiar with the standards applied at the university, broaden your knowledge of the module and gain valuable practice in answering questions. Two assignments are set for this module. Assignments 01 and 02 are compulsory. You must submit them to the University for assessment on/before the due date. They will contribute towards your final mark for this module. You may complete them after you have studied the relevant sections of the prescribed material. You have to submit an assignment on/before the due date to gain admission to the examination. Assignment 01 consists of multiple-choice questions, while Assignment 02 contains essay questions. Find the assignments in Appendix A (semester 1) or Appendix B (semester 2) of this tutorial letter. Because you are expected to adopt a scientific approach to your assignments, study the guidelines for answering assignments and examination questions in Appendix B of Tutorial Letter HRMALL6/301/4/2018. Pay special attention to the key concepts for assignments and examinations, and the guidelines for answering case studies to ensure that you understand how to avoid plagiarism. Ensure that you meet the administrative requirements set out in this appendix when submitting assignments. Completing assignments provides an excellent opportunity to ensure that the work you do during the year contributes towards your final assessment mark. We therefore advise and encourage you to do every assignment (including the self-assessment assignments, which should not be submitted to Unisa for marking) and obtain a good mark in the assignments. 10.1.2 How are the year mark and final assessment marks calculated? Your final assessment mark for the module will be a combination of an assignment mark and the examination mark. You earn a year mark by submitting Assignments 01 and 02 on time. Your marks for these assignments will be combined with your examination mark to calculate the final assessment mark for this module. The assignment marks will contribute a maximum of 20% (10% each) to the final assessment mark for the module, while the examination mark will contribute 80%. Note that the submission of only one of the two assignments on/before the due date is required for admission to the examination for the relevant semester. However, the marks obtained for both compulsory assignments contribute towards your final mark. Therefore, although you will be admitted to the examination even if you don’t submit Assignment 02, you will forfeit 10% of your final mark. You will have to obtain a minimum of 50% as a final mark (this means the year mark and the examination mark combined) to pass the module. Please take note of the subminimum rule at Unisa that applies to the final assessment mark (year mark combined with your examination mark).

Subminimum rule: Note the following in the Unisa assessment policy. Irrespective of the year mark obtained, a subminimum of 40% must be obtained in the examination. If you obtain less than 40% in the examination, your year mark will not be taken into account when calculating your final assessment mark if you obtain less than 40% in the examination. In such an event the mark obtained in the examination only will be the final mark. You will therefore fail a module if your examination mark is less than 40%.

If you write a supplementary examination your year mark will be taken into account. If you write an aegrotat examination the year mark will also be taken into account. Students who write a supplementary/aegrotat examination do not submit assignments during the semester that they will be writing the supplementary/aegrotat examination. See Tutorial Letter HRMALL6/301/4/2018 for more information on the calculation of your final assessment mark.

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10.1.3 Where do you find your assignments? Different assignments are set for different semesters, e.g. the assignments for Semester 1 can be found in Appendix A , while assignments for Semester 2 are in Appendix B of this tutorial letter. Ensure that you complete the correct assignments for the correct semester. Both assignments are compulsory. 10.1.4 Format of the assignments Assignment 01 Assignment 01 comprises 20 multiple-choice questions. The assignment can be found in Appendix A of this tutorial letter. Ensure that you use the correct unique number when submitting assignments. In Assignment 01 you are required to select the most appropriate option from options 1 to 4. Choose the option which you think is the correct (most appropriate) one. In other words, if you think that option 4 in question 1 is correct, then you select option 4 next to the appropriate question number (in this case it is question 1). If you need assistance with answering multiple-choice questions, refer to the Study @ Unisa brochure. Assignment 02 Assignment 02 comprises essay questions. The assignment can be found in Appendix B of this tutorial letter together with assessment criteria for this assignment. Different unique numbers are provided for each assignment; ensure that you use the correct unique number when submitting assignments. The assignment should be submitted either by post or via the myUnisa site. NB: Make sure that you save your essay assignment as a PDF FILE when submitting via myUnisa. This is the only version that can be marked through our onscreen marking software. Guidelines on answering essay case study assignment questions are provided in Tutorial Letter HRMALL6/301/4/2018. 10.1.5 Unique numbers, due dates and material to be studied for assignments The assignments have specific due dates as indicated below. A few weeks after the due date of each assignment, guidelines for answering the assignment will be made available in Tutorial Letters 201 (Assignment 01) and 202 (Assignment 02). These tutorial letters will also be available under official study material on myUnisa or in some cases in an additional folder that you will find under Additional Resource on the HRM3706 myUnisa site. Study these guidelines in preparation for the examination together with the other study material for this module. Here are the due dates of the various assignments and their unique numbers for both semesters:

Assignment number

Semester 1 Semester 2

Due date Unique number


01 13 March 2018 847212 17 August 2018 715529

02 13 April 2018 828035 21 September 2018 873581

Please make sure you provide the correct unique number when submitting assignments and that you submit your assignments on/before the due dates. Take into account slow systems and routine maintenance. We advise that you submit your assignments a few days before the due date.

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10.1.6 How and when should you submit your assignments?

SUBMIT ALL YOUR ASSIGNMENTS ONLINE VIA MYUNISA IF POSSIBLE.

To submit the assignments on myUnisa:

Go to myUnisa (http://my.unisa.ac.za) and log in with your student number and password.

Select the module that you want to submit the assignment for.

Click on “Assignments” in the menu on the left-hand side of the screen.

Click on the assignment number you wish to submit and follow the further instructions.

Once you have submitted an assignment do not resubmit (there is such an option available), once the due date has lapsed this option will no longer be available.

You can check on myUnisa if we have received your assignments.

When you submit the assignments print or save the proof of submission page.

Always keep a copy of your assignments. Remember that you can submit your assignments until 00:00 (12 o’clock midnight) on the due date of this assignment. However, we advise you not to wait until the day of the due date before you submit your assignments on myUnisa, as the system might be very busy or down for routine maintenance. 10.1.7 Who should you contact about the receipt of an assignment or marks obtained? Enquiries about the receipt of assignments or assignment marks may be directed to the Directorate of Student Assessment and Administration (see Study @ Unisa for details). Assignment information can also be obtained by accessing myUnisa. Please note that, even if you submit your assignment before the due date, it will be only be assessed and returned to you after the due date of the assignment. No assignments will therefore be assessed before the due date. 10.1.8 How do I obtain an extension for an assignment? Unfortunately we cannot grant extensions for any assignment. Please plan ahead so that you submit your assignment on time. 10.2 Examination (Summative assessment) The examination is your opportunity to demonstrate that you have achieved the learning outcomes of this module. 10.2.1 Requirements for admission to the examination Admission to the examination is automatic provided you have submitted at least one assignment on/before the due date of the assignment. Students who don’t submit assignments will NOT be granted admission to the examination. No extension for the submission of the assignment will be granted (see section 10.1.8 in this document). 10.2.2 Format of the examination paper The examination paper will consist of five essay questions (25 marks each), of which you will be expected to answer three (total: 75 marks). These questions may be subdivided into paragraph questions. Note that there will be no multiple-choice questions in the examination paper.


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The duration of the examination is two hours. Examples of previous examination papers have been placed on myUnisa by the Examinations Department. Please note that these examination papers should give you an idea of the expected format of your examination, and that you should not regard them as an indication of questions that are likely to appear in the examination you will write. However, please refer to the specific examination guidelines provided in this tutorial letter, as the format of examination papers may vary from year to year. No further previous examination papers will be provided, nor can we provide you with memoranda for the example papers provided. Please do not contact your lecturer for copies of previous examination papers or about the availability of examination papers on myUnisa, because this is a function performed by the Examination Department. Please refer to the brochure Study @ Unisa and Tutorial Letter HRMALL6/301/4/2017 for general examination guidelines and examination preparation guidelines. 10.2.3 Guidelines on preparing for the examination What should you study for the examination?

ALL WORKBOOKS MUST BE STUDIED FOR THE EXAMINATION. STUDY THE WORKBOOKS IN CONJUNCTION WITH THE SPECIFIED CHAPTERS IN THE PRESCRIBED BOOK.

In the activities in the HRM3706 workbooks, the study icon indicates which sections of the prescribed book you should study. Make detailed notes or summaries of these sections as suggested in the HRM3706 workbook, and study these for the examination. Please refer to the brochure Study @ Unisa and Tutorial Letter HRMALL6/301/4/2018 for general examination guidelines and examination preparation guidelines.

11 SOUTH AFRICAN BOARD FOR PEOPLE PRACTICES (SABPP)

The South African Board for People Practices (SABPP) publishes an electronic newsletter on a regular basis, the name of the publication is the “HR Voice”. We have created a subfolder “SABPP” on the myUnisa modules site for HRM3706 where you will be able to read the latest edition of this publication; when new editions become available these will be added to this folder. We also upload Factsheets that we receive from the SABPP in these folders. The SABPP accredited Unisa’s HRM qualifications and you can read more about the SABPP in Tutorial Letter HRMALL6/301/4/2018. Visit their website on www.sabpp.co.za to learn more about possible registration with the SABPP.

12 FREQUENTLY ASKED QUESTIONS (FAQs)

A number of frequently asked questions and answers appear in Appendix C of Tutorial Letter HRMALL6/301/4/2018. These questions are relevant to all the modules offered by the Department of Human Resource Management. You will also find FAQs on the HRM3706 myUnisa module site; find these questions on the left-hand side of the site. Before contacting Unisa, read through these FAQs as you may find the answer to your question there. Also remember to look at the FAQs regularly as we will add more questions as the semester progresses – they may even be ones you have asked. This tool is therefore very useful. Also consult Study @ Unisa before you contact the University, as most of your questions will be answered in this brochure.

http://www.sabpp.co.za/

HRM3706/101/3/2018

15

13 CONCLUSION Do not hesitate to contact me by e-mail if you experience problems with the content of this tutorial letter or with any academic aspect of the module. I wish you a fascinating and satisfying journey through the learning material and trust that you will complete the module successfully. Enjoy the journey! Ms Esther Kgosinyane DEPARTMENT OF HUMAN RESOURCE MANAGEMENT UNISA

16

APPENDIX A – ASSIGNMENTS FOR SEMESTER 1 (2018) As indicated in Tutorial Letter 101 you have to submit Assignment 01 on/before the due date to be admitted to the examination. Although there will be no multiple-choice questions in the examination, Assignment 01 consists of 20 multiple-choice questions. You should also submit Assignment 02 (a written assignment) on/before the due date as indicated in section 10.5.1 of this tutorial letter. Refer to Tutorial Letter HRMALL6/301/4/2018 for more information on multiple-choice questions, written questions and how to approach case studies. Remember to include the correct unique number when submitting your assignments. Assignment 01 can be submitted via myUnisa using your PC, laptop, tablet or even a smartphone. Assignment 02 should be submitted via myUnisa and the file should be in pdf format. Two compulsory assignments are set: Please make sure you provide the correct unique number when submitting assignments and that you submit your assignments on/before the due dates. Take into account slow systems and routine maintenance. We advise that you submit your assignments a few days before the due date as the system might be very busy on the due date of your assignment.

You may submit assignments for this module via myUnisa. See the Study @ Unisa brochure for details. To submit assignments via myUnisa:

Go to myUnisa (https://my.unisa.ac.za).

Log in with your student number and password.

Select the module from the orange bar.

Click on assignments in the left menu.

Click on the assignment number you want to submit.

Follow the instructions.

ASSIGNMENT 01 (SEMESTER 1)

Assignment 01 (Semester 1)

Study chapters 1, 2, 3 and 4 together with the corresponding workbooks in the study guide)


13 March 2018 847212

Read the following scenario and answer questions 1 and 2.

After many years of looking for a job, Nancy was appointed as a cashier at Coperite Cash and Carry,

one of the big retail stores in her village. One of the rules emphasised in her appointment file is that of

punctuality. She is also expected to be good in calculations because as a cashier she will be counting

money all the time. Another expectation is to wear a smile for customers all the time.

HRM3706/101/3/2018

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QUESTION 1

Identify the approach of measuring performance that can be used to measure Nancy’s performance.

1 trait approach

2 behaviour approach

3 results approach

4 quantity

QUESTION 2

There are several specific instances that are appropriate for a specific performance measuring

approach. Choose one instance that is particularly applicable to Nancy’s type of job.

1 when employees possess many competencies

2 when the outcomes occur in the distant future

3 when workers are skilled in the needed behaviours

4 when behaviours and results are obviously related

Read the following scenario and answer questions 3 and 4

After several months of working, Mr Tema, the supervisor for the cashiers at Coperite Cash and Carry

gave impressive comments to Nancy during the performance review meeting, praising her on her

politeness towards customers as well as her good money counting skills. Mr Tema, however, warned

Nancy to work on her attitude towards her colleagues. Many cashiers in the store reported her for her

lack of cooperation regarding assistance with change. Apparently, Nancy always refuses to give her

colleagues change whenever a customer pays with a huge amount note and she shouts at them in front

of the customers.

QUESTION 3

Performance comes with different dimensions. From the scenario, what type of performance behaviour is

Nancy not proficient at?

1 explicit performance

2 implicit performance

3 task performance

4 contextual performance

QUESTION 4

Which of the following statements are correct regarding the type of performance behaviour you chose in

Question 3?

a It is the one very critical to the organisation’s effectiveness

b It helps to transform raw material into the goods and services that are produced by the

organisation

c It contributes to the organisation’s effectiveness by providing a good environment in which the

other performance behaviour can occur

d It is typically expected without making it explicit

1 a, b and c

2 a, c and d

3 b, c and d

4 c and d

18

Read the following scenario and answer questions 5, 6, 7 and 8.

After a long talk with Nancy, Mr Tema suggests that Nancy should be transferred to the other branch of

the store in town. Nancy is happy with this suggestion and furthermore tells the supervisor that she does

not want to work as a cashier anymore. She indicates to him that she would not mind working as a

merchandiser at the new branch. “It is better to work with things (stock) rather than work with rats”,

Nancy shouted with great excitement. However, Mr Tema warns her that working as a merchandiser can

be hectic as people are given daily targets that they should meet; and if they do not meet them they are

forced to work extra hours to meet their targets. He further indicates to her that each merchandiser is

given two specific shelves to pack and has to do stocktaking daily. If they finish earlier, they are allowed

to go home immediately. However, if they wish they may continue with other shelves and get paid extra

10% of their daily payment as an incentive.

QUESTION 5

Which of the following performance measuring approach is appropriate for measuring the performance of

the merchandisers at Coperite Cash and Carry?

1 results approach


3 trait approach

4 systems approach

QUESTION 6

Which of the following statements are the circumstances that the performance measuring approach you

chose in Question 5 can be used for?

a when the link between behaviours and results is not obvious

b when the outcomes occur in the distant future

c when workers are skilled in the needed behaviours

d when behaviours and results are obviously related

1 a, b and c

2 c and d

3 a, b, c and d

4 b, c and d

QUESTION 7

Merchandisers at Coperite Cash and Carry are paid extra 10% of their daily payment as an incentive.

What is type of an incentive called?

1 pay

2 base pay

3 cost-of-living pay

4 variable pay

HRM3706/101/3/2018

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QUESTION 8

Which one of the following statements regarding the incentive you chose in Question 6 is correct?

1 It is allocated based on past performance

2 Employees do not know about this incentive

3 It is added to the base pay

4 It is part of the intangible rewards

Read the following scenario and answer question 9.

Nancy is working as a merchandiser at the new Coperite branch in town. After six months her new

supervisor, Thembi Khoza makes an appointment with her to review her performance. During the

meeting, Nancy was surprised to be reviewed on certain aspects of her previous position (cashier). She

was surprised because she was expecting to be reviewed only on what she is doing at her current job:

merchandising. To add on her shock, Ms Khoza ignores some of the good work Nancy presented as

evidence for her good performance, saying that it is not really outstanding or to her satisfaction.

QUESTION 9

The way Thembi Khoza conducts the performance review in the scenario is proof enough that the

performance management system of Coperite lacks certain characteristics of a good system. Which of

the following are some of the characteristics it lacks?

a reliability

b validity

c inclusiveness

d openness

1 a, b and c

2 All of the above

3 b and c

4 a, c and d

QUESTION 10

Which of the following human resource functions have a direct relationship with performance

management?

a recruitment and hiring

b compensation and reward

c supply chain and logistics

d training and development

1 b, c and d

2 a, c and d

3 a, b and d

4 a and c

20

Read the following scenario and answer questions 11, 12, 13, 14 and 15.

Mr Busang Mekgwe is one of the line managers at the assembly line at Quatro Motor Company. He is

specifically in charge of the section that installs the glass on cars (windows, windscreens). This section

comprises of 8 technicians. Mr Mekgwe is aware that he needs to evaluate his staff performance and

provide them with feedback. He therefore asked his secretary to schedule a meeting of 30 minutes with

each staff member. The first on the list was Thabo, a technician that has served the company in the

same section for 13 years. Mr Mekgwe told Thabo that his work is of a poor standard. He further told him

that if he does not pull up his socks he will be demoted. Thabo is upset to hear his line manager’s

remarks as he does not understand how can he perform poorly after doing the same job for 13 years.

What shocks him the most is the threat of a demotion! He left the office very angry, considering to

institute a lawsuit against Quatro Motor Company.

QUESTION 11

Busang Mekgwe in the scenario is meeting with each employee to evaluate their performance and

provide them with feedback. In which stage of the performance management stage is he?

1 prerequisite stage

2 performance review

3 performance planning

4 performance execution

QUESTION 12

Mekgwe told Thabo that his work is of a poor standard; and if he does not pull up his socks, he will be

demoted. Which purpose of the performance management manifests in this statement?

1 developmental purpose

2 documentational purpose

3 administrative purpose

4 strategic purpose

QUESTION 13

In the scenario Thabo is considering to institute a lawsuit against Quatro Motor Company. What purpose

of the performance management can save the organisation from lawsuits?

1 informational purpose

2 organisational maintenance purpose


4 documentational purpose

QUESTION 14

Although Thabo in the scenario is underperforming, he is guaranteed that he will receive the same

percentage increase as everyone in his section, regardless of his poor performance. What is this type of

remuneration called?

1 cost-of-living adjustment

2 contingent pay

3 variable pay

4 base pay

HRM3706/101/3/2018

21

QUESTION 15

Which dangers posed by poorly implemented performance management system manifest at Quatro

Motor Company?

a unclear rating system

b increased turnover

c employee burnout and job dissatisfaction

d increased risk of litigation

1 a, b and c

2 All of the above

3 a, c and d

4 b and c

QUESTION 16

Thabo at Quatro Motor Company feels that the performance management system of his organisation is

unfair because other employees are getting incentives for their performance while he is denied

incentives (even if he feels he deserves it). What type of injustice does Thabo perceive?

1 procedural injustice

2 distributive injustice

3 interpersonal injustice

4 inclusiveness injustice

QUESTION 17

Thabo is upset about his line manager’s remarks as he does not understand how he can perform poorly

after doing the same job for 13 years. He is especially upset about the threat of a demotion! What type

of injustice does Thabo perceive?

1 distributive injustice

2 interpersonal injustice

3 inclusiveness injustice

4 informational injustice


Marinki, a farmer around Matome village in Limpopo, intends to start a poultry farm. This is a new project as she is known to be a crop farmer (farming of assorted vegetables). She is trying to assess her chances of achieving success with her new venture. She analyses the internal and external parameters aiming to understand broad issues that relate to the farming industry so that she can make decisions against the backdrop of a broader context.

QUESTION 18 What is the process called that Marinki in the scenario is carrying out? 1 vision formulation 2 mission formulation 3 evironmental analysis 4 strategy formulation

22

QUESTION 19 Which of the following statements regarding the process you chose in Question 18 are correct? a it is a first step to take before developing a strategic plan b it involves the analysis of the economy and processes influencing businesses c it explains the purpose of the organisation’s existence clearly d it clarifies the type of the product the organisation offers

1 a, b, c and d 2 a and c 3 b, c and d 4 a and b

QUESTION 20 “We aim to be the number 1 cell phone network in Africa”. What does this statement represent for this cell phone network organisation? 1 vision statement 2 goal statement 3 mission statement 4 strategy statement

Total for assignment is 20 marks x 5 = 100 marks

Feedback on this assignment will be provided in Tutorial Letter HRM3706/201/1/2018 that will be posted to all students a few weeks after the due date of this assignment. This tutorial letter will also be available on myUnisa under Official study material.

HRM3706/101/3/2018

23


Study chapters 1, 2, 3, 4, 6, 8 and 10 in the prescribed book together with the corresponding workbooks in the study guide

13 April 2018 828035

Remember, you have to submit any of the assignments on/before the due date to be admitted to the examination! You only submit this assignment if you are registered for the first

semester in 2018. Submit the assignment via myUnisa in pdf format. Remember to consult Tutorial Letter HRMALL6/301/4/2018 for guidelines on written assignments and the lecturer’s

expectations.

LEARNING OUTCOMES On completion of this assignment, you should be able to:

explain the concept of a developmental plan and the process of developing it

explain the objectives of a developmental plan

distinguish among different approaches of measuring performance

analyse how the external environment influences the performance management system

critically discuss the process of the 360-degree feedback system

discuss the disadvantages the 360-degree feedback system

discuss the role played by each stage of the performance management process

QUESTION 1

1.1 Briefly explain the concept of job analysis and state why it is essential in the performance

management process. (10)

Read the following case study and answer the questions that follow.

A DEVELOPMENTAL PLAN: WHAT SOLUTIONS CAN IT BRING?

Tammie, your close friend, came to pay you a visit. When you saw him, you quickly realised that

something was troubling him. He initially denied this when you asked, but later admitted it. “My

friend, I will try and to explain what happened. I was recently promoted to a supervisory position.

Actually, I could say this position was imposed on me because I did not want it. There is too much

responsibility attached to this new position, which is what I’m scared of. I’m not confident that I have

all the competencies and skills needed to become a supervisor. I’m better off in my current position.

I’ve been in this position for the past seven years, and think I’m still doing fine. What makes things

worse is that they even want to force me to take a management development training course, which

they claim will prepare me for the position. I’m not convinced. In a nutshell, my friend, the leadership

position is not priority to me. So, do me a favour. Please go speak to the management of my

organisation. Just tell them that I am really not interested in their offer.”

You thought about this for a few days and although you found it difficult, you decided, for the sake of

your friend, to meet with the management of Tammie’s organisation.

1.2 Identify a specific objective of a developmental plan that can help solve Tammie’s problem

and prevent such a problem from occurring again in the organisation. Substantiate your

answer with reference to the scenario. (5)

24

1.3 Who should compile these developmental plans? Substantiate your answer with reference to

the scenario. (5)

1.4 What should be included in the developmental plan document? Substantiate your answer

with reference to the scenario. (5)

[25]

QUESTION 2

2.1 Employees in different types of jobs do not have control over the results and outcomes of their

performance. Comment on this statement and propose a suitable performance evaluation

approach for such jobs. (3)

2.2 Briefly discuss three (3) circumstances in which the performance evaluation approach you

mentioned in Question 2.1 is appropriate. (9)

2.3 Discuss the evaluative and multidimensional nature of behaviour which we label as

performance. (4)

2.4 The following external environments can interact with three (3) purposes of the performance

management system. Identify which stages and explain the interaction.

2.4.1 economic environment (3)

2.4.2 technological environment (3)

2.4.3 customers (3)

(9)

[25]

QUESTION 3

Read the following scenario and answer the questions that follow.

THE 360-DEGREE FEEDBACK SYSTEM: APPLICABLE TO ALL POSITIONS?

You are a manager at Balos Retail Stores. The store diversified from selling only groceries to include

home electronic appliances such as refrigerators, television sets, washing machines etc. Mapule, one

of the merchandisers serves at the refrigerators section. She is expected to respond to all customers’

enquiries regarding different types of fridges while showing great politeness and kindness. She went

to a short training for all the brands in the shop to gain more knowledge on how each fridge operates.

You decide to measure Mapule’s performance using the 360-degree performance feedback system

as you find it suitable.

3.1 Discuss what the 360-degree system means and the process to carry it out with reference to

the scenario. (16)

3.2 Discuss any three (3) disadvantages of the 360-degree feedback system. (6)

3.3 State how the 360-degree feedback system can minimise “attribution rater error”.

HRM3706/101/3/2018

25

Substantiate your answer with reference to the scenario. (3)

[25]

QUESTION 4

Read the following case study and answer questions 1, 2 and 3.

PERFORMANCE REVIEW AT TSHEPONG PHARMACEUTICAL COMPANY: TAKING

SHORTCUTS

Zanele is a sales manager at Tshepong, a large pharmaceutical company in Limpopo. The fiscal year

will end in one week. She is overwhelmed by the year-end tasks, including reviewing the budgets she

is likely to be allocated for the following year, responding to customers’ phone calls, and supervising a

group of 10 sales people. It is a very hectic time, probably the most hectic time of the year. She

receives a phone call from the Human Resource (HR) Department: “Zanele, we have not yet received

your performance reviews for your 10 employees; they are due by the end of the fiscal year”. Zanele

thinks: “Oh, these performance reviews… What a waste of time!” From Zanele’s point of view, there is

no value to completing those seemingly meaningless forms. She does not see her subordinates work

because they are in the field visiting customers most of the time. All that she knows about their

performance are the sales figures, which depend more on the products offered and geographic

territory covered than the individual effort and motivation of each salesperson. In addition, nothing

happens in terms of rewards, regardless of her ratings. Salary adjustments in this organisation are

based on seniority rather than on merit. She has less than three days to turn in her forms. What will

she do? She decides to follow the path of least resistance: to please her employees and give

everyone the maximum possible rating.

In this way, Zanele believes the employees will be happy with their ratings and she will not have to

deal with complaints or follow-up meetings. Zanele fills out the forms in less than 20 minutes and gets

back to her “real job”.

Comment if what Zanele is doing in the scenario can be regarded as performance

management. Substantiate your answer by analysing her actions in relation to the six stages of

performance management.

[25]

TOTAL [100]

26

ASSESSMENT CRITERIA

Look closely at the assessment criteria in the following table. They will give you an idea of what is

expected of you in each of the assignment categories.

QUESTION 1 1.1 Briefly explain the concept of job analysis and state why it is essential in the performance management process. (10)

Poor performance (0 – 3)

Average performance (4 – 6)

Excellent performance (7 – 10)

Inability to explain the concept of job analysis

Limited ability to explain the concept of job analysis

Limited explanation as to why job analysis is essential in the performance management process

Full explanation of the concept of job analysis

Comprehensive explanation as to why job analysis is essential in the performance management process

1.2 Identify a specific objective of a developmental plan that can help solve Tammie’s problem and prevent such a problem from occurring again in the organisation. Substantiate your answer with reference to the scenario. (5)

Poor performance (0)



Inability to identify a specific objective of a developmental plan relevant to the question

Identify a specific objective of a developmental plan relevant to the question

Limited substantiation

Identify a specific objective of a developmental plan relevant to the question

Comprehensive substantiation

1.3 Who should design these developmental plans? Substantiate your answer with reference to the scenario. (5)




Inability to identify who should design these

developmental plans

Ability to identify who should design these developmental plans

Identified who should design these developmental plans but with limited substantiation

Identified who should design these developmental plans with comprehensive substantiation

1.4 What should be included in the developmental plan document? Substantiate your answer with reference to the scenario. (5)




Inability to state what should be included in the developmental plan document

Stated what should be included in the developmental plan

Stated what should be included in the developmental plan

HRM3706/101/3/2018

27

document but provided limited substantiation

document and provided a comprehensive substantiation.

OUESTION 2 2.1 Not all employees in all types of jobs have control over the results and outcomes of their performance. Comment on this statement and propose a suitable performance evaluation approach for such jobs. (3)



Excellent performance (3)

Inability to comment on the statement

Inability to propose a suitable performance evaluation approach

Limited comment on the statement

Inability to propose a correct suitable performance evaluation approach

Commented on the statement

Proposed a correct suitable performance evaluation approach

2.2 Briefly discuss three (3) circumstances in which the performance evaluation approach you mentioned in Question 2.1 is appropriate. (9)


Average performance (1– 2)


Inability to discuss relevant circumstances

Only listed some of the relevant circumstances without discussing them

Fully discussed relevant circumstances

2.3 Discuss the evaluative and multidimensional nature of behaviour which we label as performance. (4)




Inability to discuss the evaluative and multidimensional nature of behaviour

Limited discussion of the evaluative and multidimensional nature of behaviour

Fully discussed the evaluative and multidimensional nature of behaviour

2.4 The following external environments can interact with certain three (3) purposes of performance management system. Identify which stages and explain the interaction. 2.4.1 Economic environment (3) 2.4.2 Technological (3) 2.4.3 Customers (3) (9)




Only discussed the external factors given

Only discussed the relevant purposes of performance management system

Inability to discuss the interaction between the external environment in question and the

Limited discussion of the interaction between the external environment in question and the relevant three purposes of the purposes of performance management system

Comprehensive discussion of the interaction between the external environment in question and the relevant three purposes of the performance management system

28

relevant three purposes of the purposes of performance management system

QUESTION 3 3.1 Discuss what the 360-degree feedback system means and the process to carry it out with reference to the scenario. (16)




Inability to define the 360-degree feedback system

Only defined the 360-degree feedback system

No discussion on the process to carry out the system with reference to the scenario

Defined the 360-degree feedback system but provided a limited discussion of the process to carry it out with reference to the scenario.

Defined the 360-degree feedback system with comprehensive discussion of the process to carry it out with reference to the scenario.

3.2 Discuss any three (3) disadvantages of the 360-degree feedback system. (6)


Average performance (3)


Inability to discuss the three disadvantages of the 360-degree feedback system

Only listed the three disadvantages of the 360-degree feedback system without discussion them

Fully discussed the three disadvantages of the 360-degree feedback system

3.3 State how the 360-degree feedback system can minimise “attribution rater error”. Substantiate your answer with reference to the scenario. (3)




Inability to state how 360-degree feedback system can minimise “attribution rater error”

Limited discussion on how 360-degree feedback system can minimise “attribution rater error”

Discussion does not make adequate reference to the scenario

Fully discussed on how 360-degree feedback system can minimise “attribution rater error”

Comprehensively referred to the scenario

QUESTION 4 Comment if what Zanele is doing in the scenario can be regarded as performance management. Substantiate your answer by analysing her actions in relation to the six stages of performance management process. (25)


Average performance (7 –16)


Inability to comment if what Zanele is doing in the scenario can be regarded as performance management

Merely discussed the six stages of performance management with no reference to the case

Commented if what Zanele is doing in the scenario can be regarded as performance management

Limited analysis of Zanele’s actions in relation to the six stages of performance

Commented if what Zanele is doing in the scenario can be regarded as performance management

Comprehensive analysis of Zanele’s actions in

HRM3706/101/3/2018

29

study

management process

relation to the six stages of performance management process

Feedback on this assignment will be provided in Tutorial Letter HRM3706/202/1/2018 which

will be posted to all students a few weeks after the due date of this assignment. This tutorial

letter will also be available on myUnisa under Official study material.

30

APPENDIX B – ASSIGNMENTS FOR SEMESTER 2 (2018) As indicated in Tutorial Letter 101 you have to submit Assignment 01 on/before the due date to be admitted to the examination. Although there will be no multiple-choice questions in the examination, Assignment 01 consists of 20 multiple-choice questions. You should also submit Assignment 02 (a written assignment) on/before the due date indicated in Tutorial Letter 101. Refer to Tutorial Letter HRMALL6/301/4/2018 for more information on multiple-choice questions, written questions and how to approach case studies. Remember to include the correct unique number when submitting your assignments. Assignment 01 can be submitted via myUnisa using your PC, laptop, tablet or even a smartphone. Assignment 02 should be submitted via myUnisa and the file should be in pdf format. Two compulsory assignments are set: Please make sure you provide the correct unique number when submitting assignments and that you submit your assignments on/before the due dates. Take into account slow systems and routine maintenance. We advise that you submit your assignments a few days before the due date as the system might be very busy on the due date of your assignment.

You may submit assignments for this module via myUnisa. See the Study @ Unisa brochure for details. To submit assignments via myUnisa:

Go to myUnisa (https://my.unisa.ac.za).

Log in with your student number and password.

Select the module from the orange bar.

Click on assignments in the left menu.

Click on the assignment number you want to submit.

Follow the instructions.

HRM3706/101/3/2018

31



Study chapters 1, 2, 3 and 4 in the prescribed book together with corresponding workbooks in the study guide


17 August 2018 715529

ASSIGNMENT 01


TIS is an organisation that manufactures window frames. It has seven branches in four provinces. Two

of the branches are in Gauteng, two in Mpumalanga, one in North West, Limpopo and Northern Cape

respectively. This organisation ensures that all its new employees go through the onboarding process,

the process that leads new employees from being organisational outsiders to being organisational

insiders.

Although all new employees are appointed based on the basis of their skills and abilities that will benefit

the organisation, TIS sends them for training. Employees to be sent for training are identified after the

performance review process, in which managers will have identified new skills and training needs that

employees might need in the future.

QUESTION 1

Which purpose of the performance management process is TIS fulfilling through the process of

onboarding?



3 strategic purpose


QUESTION 2

TIS identifies new skills and training needs that employees might need in the future through the

performance management process. Which purpose of the performance management process is TIS

fulfilling?


2 organisational maintenance purpose


4 strategic purpose

32

QUESTION 3

In an effort to retain its employees, an organisation provides them with an opportunity to buy company

shares and in addition offers profit sharing plans.

Which type of incentive return is this organisation offering to its employees?

1 allowances

2 long term incentives

3 income protection


QUESTION 4

A good performance management system must ensure that performance is evaluated consistently

across people and time, and the raters must undergo training on a regular basis.

Which of the characteristics of an ideal performance system is displayed in the statement above?

1 standardisation

2 specificity

3 meaningfulness

4 inclusiveness

QUESTION 5

Which type of return can an organisation offer its employees to combat the effects of inflation and ensure

that employees’ buying power is protected?


2 income protection

3 long term incentives

4 contingent pay

QUESTION 6

Which of the following approaches can be used in conducting a job analysis?

a questionnaires with a list of KSAs

b watching job incumbents doing the job

c performance standards

d using a developmental plan

1 a, b, c and d

2 a, b and c

3 a and b

4 d only

HRM3706/101/3/2018

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QUESTION 7

What are the two important prerequisites that are required before a performance management system

can be implemented?

a knowledge of the job in question b knowledge of Performance standards c knowledge of the organisation’s mission and strategic goals d key accountables

1 a and b

2 b and c

3 a and c

4 c and d

QUESTION 8

Which of the following performance stages is identical to the performance planning stage, but uses

information gained from the other phases to make necessary adjustments?

1 prerequisites

2 performance assessment

3 performance review

4 performance renewal and recontracting

QUESTION 9

Which components need to be included in the discussion when results are discussed?

a key accountables

b specific objectives for each key accountability

c performance standards

d competencies

1 a, b, c and d

2 a, b and c

3 a, b and d

4 b, c and d

QUESTION 10 During the performance execution stage, the supervisor is responsible for which the following issues?

a observation and documentation

b updates and feedback

c resources

d reinforcement

1 a, b, c and d

2 a, b and c

3 a, b and d

4 b, c and d

34

QUESTION 11

Which of the following statements are correct regarding the strategic planning process?

a Strategic planning allows organisations to define their identities

b The vision and mission may be drafted first and environmental analysis may follow second

c The vision and mission affect the type of environmental analysis to be conducted

d The results of an environmental analysis are used to revise the mission and vision

1 a, b, c and d

2 a, b and c

3 b, c and d

4 All of the above

QUESTION 12

After an organisation has done an environmental analysis and defined its mission and vision, it

establishes goals that will further its mission. What is the purpose of setting goals?

a To formalize statements about what the organisation hopes to achieve in the medium- to long-

range period

b Goals provide more specific information regarding how the mission will be implemented

c Goals can be a source of motivation and provide employees with a more tangible target to strive

for

d Goals provide a good basis for making decisions by keeping desired outcomes in mind and a

basis for performance measurement

1 a, b, c and d

2 a, b and d

3 b, c and d

4 d only

QUESTION 13

Dineo works for a company whose vision statement is the following: “To become world leader in

electricity distribution”.

What distinguishes this vision statement from a mission statement?

1 It provides information on the purpose and scope of the organisation

2 It includes information about the values and beliefs of the organisation

3 It reveals to us what the organisation aspires to become

4 It describes a game plan the organisation intends to use to reach its objectives

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QUESTION 14


Zama Trading is busy developing a strategic plan for their organisation. They have done an analysis of

their organisation’s destination and purpose, developed the organisation’s strategic goals, designed a

plan of action and allocated resources.

From the scenario, identify the step that Zama Trading omitted during the development of the strategic plan?

1 to create an organisational mission 2 to create an organisational vision 3 to conduct an environmental analysis 4 to create strategies to achieve goals

QUESTION 15

Which one from the following statements also includes information about the organisation’s beliefs and

values?

1 vision statement

2 job description statement

3 strategies statement

4 mission statement

QUESTION 16

Which of the following determinants of performance contains cognitive, physical, perceptual, motor and

interpersonal skills?

1 procedural knowledge

2 declarative knowledge

3 motivation

4 none of the above

QUESTION 17

Which dimension of performance does an employee display if the employee always goes the extra mile

for the company and follows the rules and procedures of the company?

1 task performance

2 contextual performance

3 deliberate practice

4 evaluative performance

QUESTION 18

Which of the following statements is incorrect?

1 The behaviour, trait approach and results approach are measures of performance

2 The same employee may behave differently (and produce different results) if placed in a different

situation

3 With the trait approach, traits are under the control of the individual

4 The behaviour approach emphasises what employees do on the job and does not consider

employees’ traits or outcomes resulting from their behaviour

36

QUESTION 19


Sydney aspires to become an entrepreneur in the future. He decided to seek advice from an

entrepreneur he perceives to be successful. The advice that he got was that to do well, he needs to be

able to continually come up with new products that consumers will love (He must be innovative).

Which approach will be used in the scenario to measure Sydney’s performance, should he start his

business?


2 results approach

3 trait approach

4 situation approach

QUESTION 20

Identify the most appropriate circumstances in which the results approach can be used from the

following statements.

a There are many ways to do the job

b Results show consistent improvement over time

c Behaviours and results are related

d Workers are skilled in the needed behaviours

1 a, b, c and d

2 a, b and c

3 b, c and d

4 a, c and d

Total for assignment is 20 marks x 5 = 100 marks

Feedback on this assignment will be provided in tutorial letter HRM3706/202/2/2018 that will be posted to all students a few weeks after the due date of this assignment. This tutorial letter will also be available on myUnisa under Official study material.

HRM3706/101/3/2018

37



Study chapters 5, 6, 7, 8, 9 and 10 in the prescribed book together with corresponding workbooks in the study guide


21 September 2018 873581

Remember, you have to submit all the assignments on/before the due date to be admitted to the examination! You only submit this assignment if you are registered for the second

semester in 2018. Submit the assignment via myUnisa in pdf format. Remember to consult Tutorial Letter HRMALL6/301/4/2018 for guidelines on written assignments and the lecturer’s

expectations.

LEARNING OUTCOMES On completion of this assignment, you should be able to

distinguish among different types of rewards

apply different stages of the performance management process to solve performance problems

develop a performance management system that meets the requirements of a good performance management

discuss the purposes of the performance management process

provide reasons why managers sometimes deflate performance ratings

explain how the performance management is influenced by the labour legislation of the country

discuss that can result when the performance management system is implemented poorly

distinguish among the three determinants of performance

discuss the three factors influencing the determinants of performance

discuss different developmental activities than can be used to improve employee performance

QUESTION 1

Read the following case study and answer the sub-questions that follow.

PERFORMANCE MANAGEMENT SYSTEM IN ACTION AT ABC BANK

ABC Bank is a small bank that offers financial services. They specialise in life insurance, fixed annuities,

car insurance and business insurance. They make use of a company calendar that includes key

company deadlines, holidays and other important information. Employees are expected to use the

company calendar for their day-to-day operations to ensure that their duties are aligned with the

company values, plans and goals. Right at the top of the calendar are the following statements: “We

want to be known as the leading bank in Gauteng’’ AND “Our mission is to make a difference in the lives

of our employees and customers by meeting their financial needs’’. The calendar assists the bank in

reinforcing their mission and vision. Employees also get a clearer understanding of what their daily tasks

contribute to the goals of the organisation as a whole.

John Mazibuko has just been appointed as a sales consultant for the bank. He signed a performance

agreement contract stating that he is expected to sell life insurance to the value of R20 000 quarterly. He

regularly checks his employment contract, which has a list of his tasks and duties (job description). John

was also made aware that performance is reviewed on a quarterly basis, and each individual receives

feedback immediately.

38

According to the performance management system of this bank, individuals who do not meet their

performance targets are dismissed with immediate effect. Those who exceed the set target of R20 000

quarterly, receive 5% of excess sales.

John is not happy with the set performance target. From his experience with sales jobs, he feels that the

target is set way too high, especially considering the current economic conditions in this country. He tries

to find out from other colleagues whether they have ever managed to exceed or achieve this target. He

is shocked to hear that none of them has ever received any incentive. Most of those who could not meet

the target and got dismissed apparently struggled to reach even 50% of this target! This has been

happening for three years, with no effort from management to correct it. John is planning to meet with

the manager with a suggestion to remedy the problem

1.1 Identify the type of incentives or rewards offered to the sales consultants at ABC Bank.

Substantiate your answer. (4)

1.2 Which of the THREE stages of the performance management process are present in the case

study? Substantiate your answer. (12)

1.3 Which stage of the performance management process should John suggest for ABC Bank’s

management to implement to remedy the problem of the performance target? Substantiate your

answer. (6)

1.4 Identify the good and poor aspects of the performance management system of ABC Bank.

Substantiate your answer. (5)

[25]

QUESTION 2

Read the following scenario and answer the sub-questions that follow.

A COMMUNICATION PLAN: A GOOD START FOR PERFORMANCE MANAGEMENT AT KOPANO

INC

Ben Ngobeni is the executive human resources manager in charge of human resources issues at all the

regions of Kopano Inc, a full-service global provider of environmental and energy development services

to industry and government. It employs 200 professionals who provide clients with consulting,

engineering, marketing and related services from all nine provinces of South Africa. However, this

organisation is currently not doing well, especially in the Eastern Cape, North West and Mpumalanga

regions. It has lost half of its clients since 2014, which led to a huge drop in profits. The employees in the

three provinces mentioned are not meeting the clients’ deadlines anymore. The quality of work has also

dropped. Nobody has a clear explanation of what could be causing this problem, except a few

technicians in the Eastern Cape region who reported that some of their clients installed new software

into their computers without notifying them first.

Ben reads deeper into the whole situation and notices a need for a performance management system.

He thinks that with such a system, it will be easy to identify the poor and top performers and deal with

them accordingly. He writes a letter to the human resources managers in all the regions to set up a

meeting. During the meeting, he presents a proposal indicating all the current problems and how the

performance management system can help to resolve them. He also allows all regional human

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resources managers to provide their inputs. One of the HR managers, Mr Sibeko, strongly disagrees

with the idea, claiming that he had a bad experience with the performance management system in his

previous job. Mr Sibeko claims that the performance management systems are always subjective and

biased. He further states that many organisations use the performance management system to punish

employees. As they could not reach an agreement regarding the issue, the managers have come to

consult you as a performance management consultant for advice.

2.1 The performance management process is regulated by the labour legislation of the country.

Explain how “defamation” can occur during the performance management process. (3)

2.2 Provide a critical analysis of the THREE main reasons why companies would introduce a pay-for-

performance-based pay system. (12)

2.3 Organisational performance can be influenced by the external environment, which is beyond the

organisation’s control. Briefly discuss what is meant by technological environment and identify the

two performance management purposes that can assist the organisation to stay updated with this

environment. Substantiate your answer. (10)

[25]

QUESTION 3 Read the following scenario and then answer the sub-questions that follow.

MANAGING EMPLOYEE PERFORMANCE AS A FORMALITY: A DANGEROUS GAME

You have just been appointed as the human resources manager at Save-Money Trading Store, a retail

distributor. Save-Money Trading Store has problems as a result of poor communication between the line

managers and employees. There is no clear understanding of objectives and no recognition of failure or

success in meeting the company’s objectives. The organisation evaluates or reviews the employees’

performance once a year and keeps record of the reviews, but nothing is done to reward outstanding

performance or improve poor performance. Although the employees know what their duties are, they do

not know what is expected of them. They also do not see the link between their performance and the

organisation’s objectives. There is no team spirit among the employees because they do not see the

need for it and instead compete for resources.

The staff records show very high absenteeism and staff turnover. Many employees, especially high

performers, are dissatisfied and therefore, the number of cases brought against the organisation at the

Commission for Conciliation, Mediation and Arbitration (CCMA) is increasing. Save-Money Trading Store

has already lost money because of the cases brought against it. The organisation now relies on your

knowledge of performance management to help it rectify its performance management system before it

is too late.

3.1 Based on your knowledge of performance management, critically discuss whether Save-Money

Trading Store has implemented an effective performance management system. (3)

3.2 With reference to the scenario, identify FIVE problems that resulted from Save-Money Trading

Store’s poorly implemented performance management system. Explain your answer with reference

to the scenario. (10)

3.3 Identify any THREE of the performance management stages that Save-Money Trading Store

should apply to avoid or resolve some of the problems in the scenario. Indicate how each

performance management stage you have identified can assist in resolving the current problems.

(12)

40

[25] QUESTION 4 Read the following scenario and then answer the sub-questions that follow.

ENOUGH KNOWLEDGE BUT LIMITED PERFORMANCE AT FORD MOTOR COMPANY

Selina obtained a diploma in motor mechanics in 2014. Since then, she has not worked anywhere, until

her uncle organised a job for her at Ford Motor Company, on the assembly line. Her main duties involve

assembling car bonnets and boots, as well as the alignment of tyres. Even though she obtained her

diploma with a distinction, she finds it difficult to cope with her work. She knows how to assemble these

car parts and conduct wheel alignment but lacks hands-on experience to carry out these tasks. She is

scared to work independently. She is not confident enough to take initiative, especially because on her

first day of work she experienced a line manager shouting at one of the employees for being unable to

operate one of the new machines. This incident took place in the same section she works in. Apparently

this employee had been struggling to operate this machine as it was different from the one they used to

have. Selina has observed that employees in this section are always grumpy and not approachable at

all, which she attributes to their bad relationship with their line manager. Selina is therefore scared to ask

assistance from her colleagues. She is considering finding another job and quitting this one.

4.1 It is mentioned in the scenario that Selina possesses a diploma in motor mechanics, but she has

never worked before. Which determinant of performance does she lack? Substantiate your

answer with reference to the case study. (4)

4.2 There are factors that influence the determinants of performance. Identify any THREE of such

factors from the scenario. Substantiate your answer. (12)

4.3 Identify and discuss any THREE developmental activities that Ford Motor Company can offer

Selina to help her improve her performance. (9)

[25]

TOTAL [100]

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ASSESSMENT CRITERIA Look closely at the assessment criteria in the following table. They will give you an idea of what is expected of you in each of the assignment categories.

QUESTION 1 1.1 What is the incentive or reward offered to the sales consultants at ABC Bank called? Substantiate your answer. (4)




Inability to identify the incentive/reward offered to sales consultants

Identified the incentive or reward offered to sales consultants with no substantiation

Identified the incentive/ reward offered to sales consultants with limited substantiation

Identified the incentive/ reward offered to sales consultants with comprehensive substantiation

1.2 Which of the THREE stages of the performance management process are present in the case study? Substantiate your answer. (12)




Inability to identify stages of the performance management process present in the case study

Identified the performance management process present in the case study with incorrect or no substantiation

Identified stages of the

performance management process present in the case study, but with limited substantiation

Identified stages of the performance management

process present in the case study

with comprehensive substantiation

1.3 Which stage of the performance management process should John suggest for the

ABC Bank management to implement to remedy the problem of the performance

target? Substantiate your answer. (6)




Inability to identify the stage of the performance management process ABC Bank management can implement to remedy the problem

Identified the stage of the performance management process ABC Bank’s management can implement in to remedy the problem with no substantiation

Identified the stage of the performance management process ABC Bank’s management can implementation to remedy the problem with little substantiation

Identified the stage of the performance management process ABC Bank’s management can implement to remedy the problem with comprehensive substantiation

42

1.4 Identify any good and poor aspects of the performance management system of ABC Bank. Substantiate your answer by referring to the case study. (6)




Inability to identify any good and poor aspects of the performance management system of ABC Bank

Identified only a few good and poor aspects of the performance management system of ABC Bank with no substantiation

Identified only a few good and poor aspects of the performance management system of ABC Bank with limited substantiation

Identifies all the good and poor aspects of the performance management system of ABC Bank with comprehensive substantiation

OUESTION 2 2.1 Briefly explain the following statement: “Employment-at-will decisions emphasise the value of procedural justice.” (2)




Inability to explain the statement

Limited explanation of the statement

Comprehensive explanation of the statement

2.2 Provide a critical analysis of the THREE main reasons why companies would introduce a pay-for-performance-based pay system. (12)




Inability to provide three main reasons why companies would introduce a pay-for- performance-based pay system

Provided three main reasons why companies would introduce a pay-for- performance-based pay system with wrong discussion

Provided three main reasons why companies would introduce a pay-for- performance-based pay system with limited discussion

Provided three main reasons why companies would introduce a pay- for-performance-based pay system with comprehensive discussion

2.3 The performance management process is regulated by the labour legislation of the country. Explain how “defamation” can occur during the performance management process. (2)




Inability to explain how “defamation” can occur during the performance management process

Provided limited explanation on how “defamation” can occur during the performance management process

Fully discussed how “defamation” can occur during the performance management process

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2.4 Organisational performance can be influenced by the external environment, which is beyond the organisation’s control. Briefly discuss what is meant by technological environment and identify the two performance management purposes that can assist the organisation to stay updated in this environment. Substantiate your answer. (9)




Inability to discuss what is meant by technological environment

Discussed the concept of technological environment but with no identification of relevant stages or incorrect stages were identified

Discussed the concept of technological environment with little discussion of the relevant stages

Discussed the concept of technological

environment with comprehensive discussion of the relevant stages

QUESTION 3 3.1 Analyse the performance management system of Save-Money Trading Store and comment whether it fits the definition of performance management. (3)




Inability to comment whether performance management system of Save-Money Trading Store fits the definition of performance management

Commented whether performance management system of Save-Money Trading Store fits the definition of the performance management with inadequate substantiatio

Commented whether performance management system of Save-Money Trading Store fits the definition of the performance managementwith compre-hensive substantiation

3.2 With reference to the scenario, identify FIVE problems that resulted from Save- Money Trading Store’s poorly implemented performance management system. Explain your answer with reference to the scenario. (10)




Inability to identify problem

Only a few correct problems were identified

Identified problems with no substantiation from the scenario

Identified problems with little substantiation from the scenario

Identified problems with comprehensive substantiation from the scenario

3.3 Identify any THREE of the performance management stages that Save-Money Trading Store should apply to avoid or resolve some of the problems in the scenario. Indicate how each performance management stage you have identified can assist in resolving the current problems. (12)




Inability to identify the performance management

Identified the performance management stages

Identified the performance

44

stages applicable to the scenario

Only one or two correct stages were identified

Identified the performance management stages applicable to the scenario with no substantiation from the scenario

applicable to the scenario with limited substantiation from the scenario

management stages applicable to the scenario with comprehensive substantiation from the scenario

QUESTION 4 4.1 It is mentioned in the scenario that Selina possesses a diploma in motor mechanics,

but she has never worked before. Which determinant of performance does she lack?

Substantiate your answer with reference to the case study. (4)




Inability to identify the determinant of performance Selina lacks

Identified the determinant of performance that Selina lacks with no substantiation from the case study

Identified the determinant of performance that Selina lacks with limited substantiation from the case study

Identified the determinant of performance that Selina lacks with comprehensive substantiation from the case study

4.2 There are factors that influence the determinants of performance. Identify any THREE of such factors from the scenario. Substantiate your answer. (12)




Inability to identify factors that influence the determinants of performance

Identified factors that influence determinants of performance with no substantiation

Identified factors that influence Determinants of performance with limited substantiation

Identified factors that influence determinants of performance with comprehensive substantiation

4.3 Identify and discuss any THREE developmental activities that Ford Motor Company can offer Selina to help her improve her performance. (9)




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Inability to identify THREE developmental activities that Ford Motor Company can offer Selina to help her improve her performance

Identified some developmental activities that Ford Motor Company can offer Selina to help her improve her performance with no substantiation

Identified some developmental activities that Ford Motor Company can offer Selina to help her improve her performance with limited substantiation

Identified some developmental activities that Ford Motor Company can offer Selina to help her improve her performance with comprehensive substantiation

Total [100]

Feedback on this assignment will be provided in tutorial letter HRM3706/202/2/2018 that will be posted to all students a few weeks after the due date of this assignment. This tutorial letter will also be available on myUnisa under Official study material.

46

APPENDIX C: SELF-ASSESSMENT ASSIGNMENT 03 (BOTH SEMESTERS) Read the following case study and answer questions 1, 2 and 3.

PERFORMANCE REVIEW AT TSHEPONG PHARMACEUTICAL COMPANY: TAKING SHORTCUTS Lindi is a sales manager at Tshepong, a large pharmaceutical company in Limpopo. The fiscal year will end in one week. She is overwhelmed by the end-of-the-year tasks, including reviewing the budgets she is likely to be allocated for the following year, responding to customers’ phone calls, and supervising a group of 10 sales people. It is a very hectic time, probably the most hectic time of the year. She receives a phone call from the Human Resource (HR) Department: “Lindi, we have not yet received your performance reviews for your 10 employees; they are due by the end of the fiscal year”. Lindi thinks: “Oh, those performance reviews… What a waste of time!” From Lindi’s point of view, there is no value to completing those seemingly meaningless forms. She does not see her subordinates in action because they are in the field visiting customers most of the time. All that she knows about their performance are the sales figures, which depend more on the products offered and geographic territory covered than the individual effort and motivation of each salesperson. In addition, nothing happens in terms of rewards, regardless of her ratings. These are lean times in her organisation, and salary adjustments are based on seniority rather than on merit. She has less than three days to turn in her forms. What will she do? She decides to follow the path of least resistance: to please her employees and give everyone the maximum possible rating. In this way, Lindi believes the employees will be happy with their ratings and she will not have to deal with complaints or follow-up meetings. Lindi fills out the forms in less than 20 minutes and gets back to her “real job.”

QUESTION 1 The performance management system that Lindi follows lacks certain characteristics of good performance management. Do you agree? Substantiate your answer by quoting from the scenario to indicate whether the following characteristics are present or absent in the scenario:

thoroughness

meaningfulness

identification of effective and ineffective performance

validity

acceptability and fairness

openness and inclusiveness

correctability

ethicality [25] QUESTION 2 2.1 Which measurement approach do you think is appropriate for Lindi to review the performance of her

subordinates? Substantiate your answer. (10) 2.2 Give examples from the scenario to prove that this company’s performance management system is

poorly implemented. (15) [25]

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QUESTION 3 3.1 Identify the two main components of the performance management definition and discuss the

stages of the performance management process during which these two components are emphasised. (15)

3.2 Analyse the role of the job analysis process in implementing a performance management system.

(10) [25]

TOTAL = [75]

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APPENDIX D: COMMENTS ON ASSIGNMENT 03 (SELF-ASSESSMENT ASSIGNMENT FOR BOTH SEMESTERS)

Attempt to answer the questions before you look at the answers. “Self-assessment” means that you have to answer the questions and then assess your answers by means of the guidelines provided. Do not read the answers if you have not attempted to answer the questions by yourself.

REFER TO THE RELEVANT CHAPTERS IN THE PRESCRIBED BOOK.

QUESTION 1 The performance management system that Lindi follows lacks certain characteristics of good performance management. Do you agree? Substantiate your answer by quoting from the scenario to indicate whether the following characteristics are present or absent in the scenario:

thoroughness

meaningfulness

identification of effective and ineffective performance

validity

acceptability and fairness

openness and inclusiveness

correctability

ethicality [25]

Refer to Workbook 01 and pages 19 to 22 in the prescribed book. Please note: Merely discussing each concept with no reference to the scenario is not answering the question. Give yourself a mark of zero if you did this! Yes, the performance management system followed in the scenario lacks all the stated characteristics. (1 mark)

Thoroughness It lacks thoroughness because the performance management system is used to review employee performance for the entire review period, and not just for a few weeks or months before the review. (1 mark) In the scenario, Lindi is reviewing her subordinates based only on their recent performance (sales figures) and she only reviews them after the HR department tells her to do so. (2 marks)

Meaningfulness The performance review must emphasise only those functions that are in the employees’ control, and it should be conducted on regular intervals and appropriate moments for it to be considered as meaningful (1 mark). This is not the case in the case study. The sales people’s performance depends on several factors to be successful; for example, sales people may not achieve the sales targets due to poor economic growth. Further, the review does not take place on a regular basis; the manager (Lindi) reviews her subordinates only at the end of the year, and only after she was told to do so (2 marks).

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Identification of effective and ineffective performance The performance management system should enable the manager to distinguish between effective and ineffective behaviours and results, and identify employees who display various levels of performance effectiveness. (1 mark) This is not the case in the scenario, as Lindi gives all the employees the highest possible rating without following up on each employee’s level of performance. (2 marks)

Validity Among other things, the performance management system must not include factors beyond the control of the employees in order for it to be valid. (1 mark) It is stated in the scenario that the only thing Lindi knows about her subordinates’ performance are their sales figures, which depend more on the products offered and geographic territory covered than the effort and motivation of each salesperson. (2 marks)

Acceptability and fairness A fair performance management system is likely to be accepted and perceived as fair if it incorporates all forms of justice (including distributive, procedural and informational justice). (1 mark) Procedural fairness is clearly missing in the scenario because the procedure that is followed to award ratings to employees is incorrect (all the employees have the same ratings, without evidence of how the ratings were determined). (2 marks)

Openness and inclusiveness Good performance management systems include input from multiple sources on an ongoing basis and employees are continually informed about the quality of their performance. (1 mark) Unfortunately the system in the scenario is based solely on the manager’s input, with no participation from the employees, and the process takes place on an ad hoc basis. (2 marks)

Correctability A good performance management system should allow for errors made during the review to be corrected. (1 mark) In the scenario, the employees are not allowed to take part in the review process; therefore, the chances that they may challenge the system are very slim. (2 marks)

Ethicality Good performance management systems comply with ethical standards; managers suppress their personal interests or self-interests when reviewing employee performance and put the employees first. (1 mark) Lindi disregards her subordinates and rates them in their absence, and she gives all employees the same ratings. (2 marks) QUESTION 2

2.1 Which measurement approach do you think is appropriate for Lindi to review the performance of her subordinates? Substantiate your answer. (10)

Refer to Workbook 04 and chapter 4 of the prescribed book. The behaviour approach is an appropriate approach for the scenario. (2 marks) It emphasises what employees do on the job and does not consider their traits or the outcomes of their behaviours. (2 marks) In other words, Lindi’s subordinates (as salespeople) can only control the behaviour they display in front of the potential client and follow all the processes when selling the products. However, this does not guarantee that the potential client will eventually buy the product. (3 marks) Furthermore, one of the circumstances that justify the behaviour approach is when poor results are caused by factors beyond the employee’s control (in this case, sales people’s performance depend on the buying power of the consumers, which in turn depends on the country’s general economic growth or downturn.). (3 marks) (10)

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2.2 Give examples from the scenario to prove that this company’s performance management system is implemented poorly. (15)

Please note: It is important to analyse the scenario and link your discussion to the examples from the scenario based on the disadvantages/dangers of poorly implemented performance management systems – as the question requires. PLEASE REMEMBER that if you merely listed or described the disadvantages/dangers of poorly implemented performance management systems (copying from the prescribed book), you should give yourself a zero mark! This will also apply in the examination! (1) The performance management system in the scenario is implemented poorly because misleading

information is used and lacks certain standards on which to base the employee performance review. For example, it is stated in the scenario that “from Lindi’s point of view, there is no value in completing the seemingly meaningless forms. She does not see her subordinates work because most of the time they are in the field visiting customers.” This highlights the fact that Lindi does not know how to review her subordinates’ performance. The rating system in this organisation is unclear and employees do not know how their ratings are determined. (5 marks)

(2) It is stated in the scenario that Lindi “decides to follow the path of least resistance: to please her employees and give everyone the highest possible rating. Lindi believes the employees will be happy with their ratings and she will not have to deal with complaints or follow-up meetings.” This means that poor and outstanding performers get the same ratings, which may lead to decreased motivation to perform, employee burnout, job dissatisfaction and eventually damaged relationships. In fact, what Lindi does can lead to the opposite of what she expects: unhappy employees and possible appeal meetings. (5 marks)

(3) “What a waste of time!” In Lindi’s view, “there is no value in completing the seemingly meaningless forms,” especially because the ratings are not linked to rewards. This means that the performance management process in the scenario places unjustified demands on managers and employees, with no benefit. This wastes a lot of time for the organisation and employees, because these systems are costly and money is wasted. (5 marks)

QUESTION 3

3.1 Identify the two main components of the performance management definition and discuss the stages of the performance management process during which these two components are emphasised. (15)

Refer to Workbook 01 and chapter 1 of the prescribed book. The two main components of the performance management process/definition are: (1) Performance management is an ongoing process, which means it is a never-ending process. (2

marks) This component is emphasised in Stage 6 of the performance management process (namely performance renewal and recontracting) and proves that the process is indeed circular. (2 marks) This is the final stage of the performance management process, during which the insights and information gained from the other phases are used. (1 mark) This is also the stage where issues can be revised, for example, if the goals set during the prerequisites stage have changed, or if the required outcomes and behaviours have been set unrealistically, they can be reworked for the upcoming review period. Then the whole process starts again. (2 marks)

(2) It must be aligned with the organisation’s strategic goals. This means performance management

requires that managers ensure employees’ activities and outputs are congruent with the organisation’s goals, and that they consequently help the organisation to gain a competitive advantage. (2 marks) This component is emphasised in Stage 1 (the prerequisites stage) of the

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performance management process. (2 marks) The prerequisites stage addresses the following two aspects of the organisation: I. Knowledge of the organisation’s mission and strategic goals. (1 mark) At this stage,

performance management assesses the individual’s goals to ensure that they are congruent with those of the organisation as stated during strategic planning. (1 mark)

II. Knowledge of the job in question. (1 mark) This is done through the job analysis process, during which the required duties for a particular job are determined, and what the employee is supposed to do is clarified. (1 mark) (15)

3.2 Analyse the role of the job analysis process in implementing a performance management system. (10)

Refer to Workbook 02 and chapter 2 of the prescribed book. Job analysis is the process of determining the key components of a particular job, including activities, tasks, products and processes. (2 marks) We can only understand the job by conducting a job analysis and developing job specifications that clarify the level of experience, skills and qualification(s) required to perform certain duties. (2 marks) Job descriptions are also developed during the job analysis process. The duties of each position in the organisation are clarified and the positions are linked to the departmental and organisational goals. (2 marks) Employees will carry out their duties, knowing clearly what impact their contributions will have on the organisation’s success. (2 marks) The job analysis process forms the basis of the performance review in that the managers’ knowledge of a specific job will give them a clearer view of what was expected from each employee and whether the employee carried out his/her duties as expected so that the manager can decide on the correct performance rating. (10) [25] [TOTAL = 75]

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APPENDIX E – SCHEDULE (SEMESTER 1 – 2018) The purpose of this schedule is to guide you in planning your studies. However, each student can adapt their own schedule because we come from different environments and we all approach our studies in a unique way..

The study plan below is applicable to students registered for the first semester in 2018.

Semester 1 (2018)

Study guide Prescribed book Assignment Preparation for the examination

Week 1 (27 January – 2 February 2018)

Orientation: Read tutorial letters,

foreword and orientation

Orientation: Read the

introductions to the workbooks

Week 2 (3 – 9 February 2018)

Workbooks 1 & 5 Chapters 1 and 3 in the prescribed book


Workbook 2 Chapter 2 in the prescribed book



Start with Assignment 01

Week 5 (24 February – 2 March 2018)


Submit Assignment 01 on/before

Due date: 13 March 2018

Week 6 (3 – 9 March 2018)

Workbook 6 Chapters 6 and 7 in the prescribed book

Week 7 (10 – 16 March 2018)

Workbook 7 Chapter 8 and 9

Week 8 (17 – 23 March 2018)

Workbook 7 Chapter 10 Start with Assignment 02

Week 9 (24 – 30 March 2018)

Workbooks 6 and 7 Chapter Work on Assignment 02

Week 10 (31 March – 6 April 2018)

Submit Assignment 02 on/before

Due date: 13 April 2018

HRM3706/101/3/2018

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Semester 1 (2018)


Week 11 (7 – 13 April 2018)

Revise chapter 1,2 and 3 together with

the relevant workbooks


Week 12 (14 – 20 April 2018)

Workbooks 1,2 and 5

Revise chapters 1,2 and 10

Work on Assignment 03

Week 13 (21 – 27 April 2018)

Revise workbooks 3, 4 and 6

Revise chapters 5,6 and 7 in the

prescribed book

Complete Assignment 03 and assess yourself

Weeks 14 – 19 (28 April – 13 June 2018)

Revise workbook 7 Revise chapter 8 and 9 in the prescribed

book

Revise all workbooks and look at previous

examination papers on myUnisa and Tutorial Letter 201 (available on myUnisa 3 weeks after the due date

of Assignment 01); this tutorial letter will also be

posted to you. Examination begins 2 May 2018 and ends 14

June 2018.

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APPENDIX F – SCHEDULE (SEMESTER 2 – 2018) The study plan below is applicable to students registered for the Second semester in 2018.

Semester 2 (2018)


Week 1 (23– 27 July 2018)

Orientation: Read tutorial letters, foreword and orientation

Orientation: Read the introductions to the workbooks

Week 2 (6 – 10 August 2018)

Workbooks 1 & 5 Chapters 1 and 3 in the prescribed book


Week 3 (13 – 17 August 2018)


Submit Assignment 01 on/before Due date: 17 August 2018

Week 4 (20 – 24 August 2018)


Week 5 (3 – 7 Septembe 2018)


Week 6 (10 – 14 September 2018)

Workbook 6 Chapters 6 and 7 in the prescribed book



Workbook 7 Chapter 8 and 9 Submit Assignment 02 on/before Due date: 21 September 2018


Workbook 7 Chapter 10 Start with Assignment 03

Week 9 (1 – 5 October 2018)

Workbooks 6 and 7 Chapter Complete Assignment 03 and assess yourself

START WITH EXAM PREPARATION

Week 10 (8 – 12 October 2018)

Revise chapter 1,2

HRM3706/101/3/2018

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Semester 2 (2018)


and 3 together with the relevant workbooks

Week 11 (15 – 19 October 2018)

Revise chapter 4,5 and 6 together with the relevant workbooks

Week 12 (22 – 26 October 2018)

Workbooks 7,8 and 10 together with the relevant workbooks

Revise chapters 5,6 and 7 in the prescribed book.

Week 13 (29 October – 2 November 2018)

Revise workbooks 3, 4 and 6

Revise chapters 5,6 and 7 in the prescribed book

Revise all workbooks and look at previous examination papers on myUnisa and Tutorial Letter 201 (available on myUnisa 3 weeks after the due date of Assignment 01); this tutorial letter will also be posted to you. Examination begins 2 October 2018 and ends 23 November 2018.

Tutorial Letter 101/3/2018 - StudyNotesUnisa · 6.1 Contacting the lecturer I am your lecturer for...

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Transcript of Tutorial Letter 101/3/2018 - StudyNotesUnisa · 6.1 Contacting the lecturer I am your lecturer for...