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PMG612S - PERFORMANCE MANAGEMENT - 1ST OPP - JUNE 2024 |
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nAmlBIA UnlVERSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTY OF COMMERCE, HUMAN SCIENCES AND EDUCATION
DEPARTMENT OF GOVERNANCE AND MANAGEMENT
QUALIFICATION: BACHELOR OF HUMAN RESOURCE MANAGEMENT
QUALIFICATION CODE: 07BHRM
COURSE CODE: PMG612S
SESSION: JUNE 2024
DURATION: 3 HOURS
COURSE LEVEL: 6
COURSE NAME: PERFORMANCE
MANAGEMENT
PAPER: THEORY (PAPER 1)
MARKS: 100
FIRST OPPORTUNITY EXAMINATION QUESTION PAPER
EXAMINER(S) Ms Martha Namutuwa
MODERATOR: Ms Victoria Sem
INSTRUCTIONS
1. Answer ALL the questions.
2. Read all the questions carefully before answering.
3. Number the answers clearly
THIS QUESTION PAPER CONSISTS OF _3_ PAGES (Including this front page)
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SECTIONA
Question 1
1.1. Discuss the difference between Performance management and Performance Appraisal (2)
1.2. Explain the following four concepts below?
(8)
Performance Objectives
Performance management policy
Performance management process
Performance contract
Read the scenario below and answer the questions.
Scenario
Tulipamwe engineering a Namibian company has been facing conflict between its management
and employees on the way performance management is implemented. The company does not
have a performance management system in place, however, every employee in the organisation
is expected to perform. The performance requirement cascades from executives, managers
down to staff at every level to support the company to reach its strategic goals. In addition, all
employees are expected to adhere to the performance culture within the existing systems as
they are eligible to get bonuses when they exceed the expected performance standards.
Tulipamwe Engineering over the years has faced challenges which also lead to legal action taken
by the employee against the company. In the process the company lost a lot of money towards
the lawsuits as most of the cases the company is found to be at the wrong side of the law.
Moreover, the misunderstanding of how performance management is implemented by the
supervisors and managers makes it difficult to overcome the challenges. The works and roles of
a supervisor, managers and staff is not clearly defined. Furthermore, there are no process of
procedures that guide the two parties on how to implement performance management.
Tulipamwe executives have agreed to come up with a solution to resolve the performance
management huddles by resolving to hire a consultant to work with the Human resources
department and other line manager's division to developing a performance management
system. Assume you are hired as the consultant to work with Tulipamwe company on the
performance management system development project. Answer the following questions in
attempting to assist the company to come up with a robust performance management system.
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1.3. Introduction of a "performance management successfully takes time energy and determination
and it is much harder to work in practice". As a consultant explain to the project committee
about the Performance management development framework, development stages and the
contextual factors that it should observe
(20)
1.4. Inform the project committee on what components should be in the performance management
policy format
(10)
1.5. Explain to the committee why performance management system is criticised and does not work
(10)
Any other relevant explanation that may be deemed correct can be considered for maximum
marks.
SECTION B
Question 2
Answer all_the_questions that follow.
2.1. Explain underperformance and poor work performance concepts
(5)
2.2. Provide guidance for dealing with underperformance
(10)
2.3. Discuss the performance approach the organisation can use to measure performance (14)
2.4. Identify and explain the critical skills needed for performance management
(15)
2.5. Discuss any six rewards categories
(6)
Total marks: 100