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MEP711S - MANAGING EMPLOYEE PERFORMANCE - 2ND OPP - JUNE 2024 |
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nAmlBIA UnlVERSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTY OF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENT OF GOVERNANCE AND MANAGEMENT SCIENCES
QUALIFICATION: BACHELOR OF HUMAN RESOURCEMANAGEMENT
QUALIFICATION CODE: 0SHHRM LEVEL: 7
COURSE CODE: MEP711S
COURSE NAME: MANAGING EMPLOYEE
PERFORMANCE
DATE: JULY 2024
DURATION: 3 HOURS
PAPER: THEORY
MARKS: 100
EXAMINER(S)
SECOND OPPORTUNITY QUESTION PAPER
MR. SIMASIKU KAMWI
MODERATOR:
MS. LUNZA MARGARET SEZUNI
INSTRUCTIONS
1. Answer all questions
2. Answer the asked question.
PERMISSIBLE MATERIALS
1. Examination script, pen and ruler
THIS SECOND OPPORTUNITY QUESTION PAPER CONSISTS OF 5 PAGES (Including the
cover page)
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QUESTION 1: Essay
(35 marks)
Read the essay below and answer all questions
Employee Performance Management: Charting the Field from 1998-2018
Performance appraisal refers explicitly to the supervisor-employee interview where
employees are typically evaluated once a year using a given set of dimensions and
assigned a score to that assessment (DeNisi and Murphy, 2017). Moreover,
performance appraisal has a very chequered history associated with control,
hierarchical management and, more recently, complex information technology
processes that have resulted in mounting dissatisfaction in both supervisors and
employees (Adler, Campion, Colquitt, Grubb, Murphy, Ollander-Krane, and Pulakos,
2016).
PM was introduced in the early 1990s to address the well-documented limitations of
performance appraisal (Arvey and Murphy, 1998). The process of PM encompasses a
much broader range of management practices, including career management, training
and development, regular feedback and reimbursement considerations (Aguinis,
2007). PM is a continual process, as opposed to the once-a-year event of appraising
performance expectations. At the same time, "PM is seen as an integrated process in
which managers work with their employees to set expectations, measure and review
results, and reward performance," (Den Hartog, Boselie and Paauwe, 2004, p 4).
Source: Journal: International Journal of Manpower. Manuscript ID: IJM--10-2019-
0483.R2 Manuscript Type: Research Paper, emerald publishing.
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Questions
1.1 Explain the historical evolution of performance management, highlighting
improvements with examples over traditional performance appraisal methods.
(15 marks)
1.2 Differentiate between performance appraisal and performance management
considering their scope frequency, and underlying principles. Support your
explanation with examples.
(10 marks)
1.3 Explain how performance management augments employee engagement and
organisational success, through continuous performance management
methods. Provide examples.
{10 marks)
QUESTION 2: Multiple choice - Write the correct answer.
{10 marks)
2.lAn internal factor that influences selection is
a) The union
b) The organisational politics
c) The size of the organisation
d) The organisational culture
(2 marks)
2.2 Which of the following is not a role player in talent management?
a) Individual employee
b) Line Management
c) Executive Management
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(2 marks)
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d) Board of Directors
2.3 Which stage of career development is characterized by achieving the highest
advancement and devoting time to developing and guiding others? (2 marks)
a) Establishment
b) Advancement
c) Maintenance
d) Withdrawal
2.4An internal factor of workforce planning is?
a) Organisational politics
b) Organisational workforce
c) Organisational culture
d) Organisational structure
(2 marks)
2.5 Characteristics of Organisational Culture
a) People's establishment
b) People's advancement
c) People maintenance
d) people orientation
(2 marks)
QUESTION 3
(55 marks)
3.1 One of the reasons for introducing contingent pay is that performance
management is more effective when rewards are tied to results. This is possible
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because contingency pay forces organisations to clearly define effective
performance and determine what factors are necessary. While this is well intended
there are six possible problems associated with contingent pay. Examine them.
(12 marks)
3.2 A reward increases the chance that specific behaviours and results would be
repeated or employee will engage in new behaviour and produce better results.
With this background, pronounce four factors that will make rewards work.
(10 marks)
3.3 A performance appraisal form has nine components. Relate any four of these
components.
(8 marks)
3.4 Three meetings take place during a 12-calendar month. Specify their frequency.
(3 marks)
3.5 How do you define the term accountabilities from the context of a job setting?
(2 marks)
3.6Standards refer to the aspects of the performance objectives, such as quality
quantity and time. Six characteristics qualify as good performance standards.
Enumerate any three.
(6 marks)
3.7There are three approaches to measuring performance. Identify and elaborate on
them.
(6 marks)
3.8 Differentiate between mission and vision.
(4 marks)
3.9 Distinguish between legal and illegal discrimination in the context of employee
performance evaluation.
(4 marks)
Endof Paper
Total marks: 100
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