 |
MEP711S - MANAGING EMPLOYEE PERFOMANCE - 1ST OPP - JUNE 2025 |
|
|
1 Page 1 |
▲back to top |
nAmlBIA unlVERSITY
OF SCIEnCE Ano TECHnOLOGY
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: MEP711 S
COURSE NAME: MANAGING EMPLOYEE PERFORMANCE
DATE: JUNE 2025
DURATION: 3 HOURS
PAPER: 1
MARKS: 100
EXAMINER(S)
FIRST OPPORTUNITY QUESTION PAPER
Ms Joyce Mukumbi
MODERATOR:
Ms Margaret L. Sezuni
INSTRUCTIONS
1. Answer ALL questions.
2. Write clearly and neatly.
3. Number your answers clearly.
THIS QUESTION PAPER CONSISTS OF 3 PAGES (Including this front page)
|
|
2 Page 2 |
▲back to top |
QUESTION 1
Read the Case Study below and answer the questions below
One example of a poorly implemented performance management system resulted in a $1.2
million lawsuit. A female employee was promoted several times and succeeded in the
construction industry until she started working under the supervision of a new manager. She
stated in her lawsuit that once she was promoted and reported to the new manager, the
boss ignored her and did not give her the same support or opportunities for training that her
male colleagues received. After eight months of receiving no feedback from her manager,
she was called into his office, where the manager told her that she was failing, resulting in a
demotion and a $20,000 reduction in her annual salary. When she won her sex-
discrimination lawsuit, a jury awarded her $1.2 million in emotional distress and economic
damages.
1.1
Discuss the various disadvantages or dangers associated with poorly
implemented Performance Management Systems with relevance to the above
case study
{22)
QUESTION 2
A reward system is a set of mechanism used in an organisation for distributing both tangible
and intangible returns as part of an employment relationship. List and explain the types of
returns associated with reward systems.
(20)
QUESTION 3
Once the review cycle begins, the employee strives to produce the results and display the
behaviors agreed upon earlier as well asto work on developmental needs. The employee has
primary responsibility and ownership of this process. Employee participation does not begin
at the performance execution stage, however. Employees need to have active input in the
development of job descriptions, performance standards, and the creation of the rating
form.
Discuss the various factors that needs to present.
(10)
QUESTION 4
Imagine you are hired as a Consultant expert in Performance Management to train the
employees and the government entities leadership. Explain the term Strategic planning and
describe the various purposes of strategic plan to the public service.
(12)
|
|
3 Page 3 |
▲back to top |
Question 5
The human resources (HR) function plays a critical role in creating and implementing the
strategies that will allow the organisation to realize its mission and vision. Specifically, the HR
function can make a number of contributions to ensure a smooth implementation. Explain
these contributions from HR.
(6)
QUESTION 6
Define Contextual Performance and the behaviors that are associated with this type of
performance
(10)
QUESTION 7
Objectives are clearly important because they help employees guide their efforts. To serve a
useful function, objectives must have a number of following characteristics· Mention and
explain each of these characteristics
{20)
Total: 100