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MEP711S - Managing Employee Performance - 1st OPP - JUN 2023 |
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nArTIIBIA unlVERSITY
OF SCIEnCE Ano TECHnDLOGY
FACULTY OF COMMERCE, HUMAN SCIENCES AND EDUCATION
DEPARTMENT OF GOVERNANCE AND MANAGEMENT SCIENCES
QUALIFICATION: BACHELOR OF HUMAN RESOURCES MANAGEMENT
QUALIFICATION CODE: 07BHRM
LEVEL: 7
COURSE CODE: MEP711S
COURSE NAME: MANAGING EMPLOYEE
PERFORMANCE
SESSION: JUNE 2023
DURATION: 3 HOURS
PAPER: THEORY (PAPER 1)
MARKS: 100
EXAMINER{S)
FIRST OPPORTUNITY EXAMINATION QUESTION PAPER
Ms Martha Namutuwa
MODERATOR: Ms Margaret L. Sezuni
INSTRUCTIONS
1. Answer ALL the questions.
2. Read all the questions carefully before answering.
3. Number the answers clearly
l?ERMISSIBLE MATERIALS
1, Examination p;:iper
2:· Examination script
THIS QUESTION PAPER CONSISTS OF _5_ PAGES (Including this front page)
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SECTION A
(50)
Question 1
1.1. Discuss Contingency Pay (CP} concept?
(2)
Read the case study below and advice in detail to the Green management the six
possible challenges associated with the implementation of Contingent Pay
performance based.
(12)
Case Study
The Contingency Pay reward system is meant to motivate and improve the
performance of the employees. A well-known factory giant Green has
implemented a Contingency Pay concept. The factory produces food and has
various brands such as Betty Crocker, Wheaties and Bisquick. Green management
implemented a performance based bonus system to award and motivate
employees for cleaning the vegetables and removing insects. The employees are
rewarded based on the higher amount of insects they removed. The employees
were not so motivated to do the work and their enthusiasm disappeared.
However, the employees wanted to be rewarded with the bonus and started
bringing insects from their home putting them into the vegetables and removing
them to get rewarded management discovered. Adopted from Aguinis {2014}.
1.2. A local bank in Namibia well known for its innovation implements a 360-degree
performance feedback concept in its performance management system.
Reflecting on that scenario, discuss the stakeholders involved in providing
performance information during the 360-degree performance appraisal and
explain the advantages for each sources in this case?
(20)
Any other relevant explanation that may be deemed correct can be considered
for maximum marks.
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1.3. Read the case study below and Discuss the challenges of the poorly
implemented performance management to create awareness to the public
service leadership entities.
(8)
Case study
Namibia is envisioned to be an industrial country by 2030 with its vast natural
resources. In order for Namibia to successfully attain its vision it needs to
implement performance management system to hold its leadership accountable
in government agencies including State Owned Enterprises (SOEs) and local
authorities accountable. However, some of the Namibian Public Enterprises such
as Air Namibia, Roads Contractors Company (RCC)and the SME Bank to mention
a few have collapse due to the lack of knowledge in implementing performance
management system and the poor implementation thereof. In addition, the
government agencies and ministries have been struggling over the years to
implement performance management in the public service. The poor
performance management system implementation has also lead to litigation
cases at some of its agencies were performance appraisal is implemented
inconsistently and utilized it as a yardstick to punish employees.
1.4 Imagine you are hired as a consultant expert in Performance Management to
train the employees and the government entities leadership. Explain the term
performance management to the public service and indicate the importance of
appraisal meetings.
(8)
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SECTION B
(50)
Question 2
Read the case study below and answer all the questions that follow.
Malan Customer Management company is driving towards a new direction and a new
company vision statement including the alignment with an effective performance
management system. Malan Customer Management is part of the United Africa Group.
The company provides clients with management customer services, contact centres and
collection services. In 2001 the company moved from being part of a utility company to
becoming an outsourced provider of services. With this change a new vision was created
centred around the phrase "great customer experiences through great people". The
company then sought to create a performance management system that could align the
staff skills and behaviours to the new vision and its strategic plan. Based on the need to
focus on customer service as primary to success. Malan sought to define, measure and
reward systems. Creating behaviour statements allowed employees to have a clear
understanding of how their work linked directly to the company's vision.
Adapted from Aguinis,2014
2.1. In your own view, do you regard the depicted scenario above as performance
management or performance appraisal? Justify your views.
(2)
Any other relevant justification
2.2. A well implemented performance management can make meaningful
contributions to the organisation if its aligned to a well-crafted strategic plan. The
behaviours, results and developmental plans of employees must be aligned with
the strategic plans components. Recommend several steps that Malan Customer
Management company should consider in creating a successful strategic plan
discussing them in detail linking them to the scenario?
{10)
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a. Graphically illustrate and briefly explain in detail, with the support of the case
study, how Malan Customer Management company can ensure that its
performance management system is aligned with its strategic plan to support its
envisaged change?
(15)
Short explanation in relation to the case study is required.
b. Malan's new vision was created centred around the phrase "great customer
experiences through
great people" Explain what a vision statement is and reflect on the Ma Ian's vision
statement and indicate with a yes or no substantiate if this vision conforms to the
characteristics of a vision state me not as discussed by Aguinis (2014}.
(15)
c. Many organisations including Malan company have realised that there is a need to
focus on both task and contextual performance. Discuss the difference between
the two performance dimensions, explain the reasons why contextual dimension
should be included in any company's performance management system. (8)
Consider any other relevant answer
Total: 100