ASSESSMENT 8_SEMESTER 1_2023

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School

University of South Africa *

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Course

3706

Subject

Management

Date

Nov 24, 2024

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pdf

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2

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1 HRM3706_ASSESSMENT 8_S1_2023 QUESTION 1 1.1 Explain the trait approach of measuring employee performance (1 mark). Analyse how this approach can hinder the administrative and developmental purposes of the performance management process if it is used to measure employee performance (4 marks). (5) Read the following scenario and answer that questions that follow. CHANGING THE ORGANISATIONAL CULTURE THROUGH PERFORMANCE . MANAGEMENT AT RHINO HOLODINGS Rhino is the leading home appliances retailer as well as a leader in tools, lawn and garden products, home electronics, and automotive repair and maintenance. The company is the largest provider of home services with more than 13 million service calls made annually. Monewa Dipholo was recently promoted to chief executive and tasked with implementing an initiative to bring about organisational culture change initiative hopes of reviving the struggling retail company. The first thing Monewa did was to check the performance management records of each business unit and realised that indeed most of them were under performing. A few of them few were performing just at the minimum requirement. To confirm what he saw in the performance management records, he called team members from each business unit to ask them share with him what could be the root cause that that prevents them to perform beyond the current performance. All of them indicated that the organisational objectives are not clear to them, therefore they are lost as business units, and that extents to the individual employees in each business unit. Monewa Dipholo immediately switched on his data projector and made his presentation. He indicated to them that for now, the first key organisational objective of this organisation is to move from current inward focus to a customer service approach. The second key objective discussed was to bring about an entrepreneurial spirit where business unit managers strive for human relation skills as well as strong financial literacy to identify opportunities for greater profits. He emphasised to them that, moving forward the two objectives will be embedded in the organisational culture to ensure that they are achieved, therefore all old and new employees must internalise them. He assured them that they must not worry about the new objectives because training will be provided. To achieve both these objectives, Monewa encouraged unit managers to revise employee duties and objectives so that employees will spend less time interacting with customers to facilitate purchases and understand customer needs. In addition, leadership communication with employees and face-to-face interaction with employees are encouraged. Monewa spends three days per week in stores with employees and frequently tests managers on their knowledge, such as asking about profit margins for a given department. Any unit that can identify more profit opportunities receives an incentive. This incentive is viewed by all managers as fair and just as only good performers receive it. To unit managers who seem to be struggling in accumulating more profits in their units are given further training and
2 HRM3706_ASSESSMENT 8_S1_2023 development opportunities specifically aimed at overall organisational changes as well as adapting to the new organisational objectives. 1.2 Identify ANY FOUR (4 marks) and explain the purposes of performance management that are manifest at Rhino Holdings (4 marks) . Substantiate your answer with reference to the scenario (4 marks). (12) 1.3 Good performers from each unit doing well at Rhino receive incentives. Classify (1 mark) and explain with reference to the scenario the type of the incentive offered (2 marks), as well as its disadvantages (3 marks). (6) 1.4 Identify the key performance indicator (KPI) used to measure each unit’s performance at Rhino. (2) [25] QUESTION 2 2.1 Create a short scenario of NOT MORE THAN 250 words to illustrate how the following stages of performance management process: Performance implementation { 2 marks) Performance feedback { 2 marks} Performance development {2 marks} (6) 2.2 Distinguish among the TWO types of issues that employees can question when appealing their performance appraisal outcomes/ratings (4 marks). Provide an example of how each issue occurs during the performance appraisal meeting (4 marks). (8) 2.3 Describe the concept of “social loafing” (1 mark) and explain how rewards and punishments can help to deal with it. (3) 2.4 Vague feedback and constant criticism are two pitfalls of coaching. Explain how each can affect employee performance. (4) 2.6 Provide any FOUR factors that pose as challenges for human resource management in the new world of work. (4) [25] [TOTAL= 50]
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