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MEP711S - Managing Employee Performance - 2nd OPP - JUN 2023 |
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(
nAmI BI AunIVER s ITY
OF SCIEnCE Ano TECHnOLOGY
FACULTY OF COMMERCE, HUMAN SCIENCES AND EDUCATION
DEPARTMENT OF GOVERNANCE AND MANAGMENT SCIENCES
QUALIFICATION: BACHELOR OF HUMAN RESOURCES MANAGEMENT
QUALIFICATION CODE: 07BHRM
LEVEL: 7
COURSE CODE: MEP711S
COURSE NAME: MANAGING EMPLOYEE
PERFORMANCE
SESSION: JULY 2023
DURATION: 3 HOURS
PAPER: THEORY (PAPER 1)
MARKS: 100
SECOND OPPORTUNITY EXAMINATION QUESTION PAPER
EXAMINER(S) 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
PERMISSIBLE MATERIALS
1. Examination paper
2. Examination script
THIS QUESTION PAPER CONSISTS OF_ 4_ PAGES (Including this front page)
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SECTION A
Question 1
Total: {SO}
Read the Fiction case study below and answer all the questions that follow:
Diagnosing the Causes of Poor Performance
Sofia works in the training department of a large information technology {IT)
organization. She is in charge of designing and delivering interpersonal skills training,
including communication skills, networking, and new manager training classes.Sofia has
excellent knowledge of how to design a training class. She incorporates behavioral
modeling and practice into all of her classes. She has also conducted research on what
good communication consists of, how to network, and what new managers need to
know to be successful. However, individuals who attend Sofia's training classes often
give her low ratings, stating that she has a hard time answering specific questions in
classes and that she does not seem approachable after the classes when individuals
want to ask questions.
{a) You are Sofia's manager. In your opinion, what is causing Sofias's poor
performance?
{5}
{b) As Sofia's manager, you are responsible for her coaching to improve her performance.
Discuss in detail the seven {7) key coaching behaviours you will use to coach Sofia to
improve her poor performance
(20}
{c) Which coaching styles will you use and why?
(5)
{d) After coaching Sofia, how will you determine whether there is improvement in her
performance? In other words, who should provide performance information and why?
10}
{e) Discuss how the following three {3) results and behaviour measurement approaches
can significantly contribute to Sofia's performance improvement.
{lD}
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SECTION B
Total (50)
Question 2
Read the case study below and answer all the questions that follow:
Case Study
RICH FELLAS (PTY) LTD (referred to as RF) is a new organisation at the coast of
Namibia in Swakopmund that deals with Assets Management mostly for State-
Owned Enterprises or also known as Public Enterprises. In the short period of time
between 2015 July and 2017 December, their assets management technique has
shown great investments for the Public Enterprises despite the fact that the
economy is on a downturn and that their office is situated far from most of the Public
Enterprises they manage.
In the couple of months, the employees have been complaining that the company is
making a lot of revenue but the employees in a form of contingent pay feel little of
that profit. "I just don't understand why our leaders are not recognising what we do
here for this company", Jeff says, an accounting manager. "I will just have to go
elsewhere if an employment opportunity arises", the asset manager Mrs. Shikongo
says.
After a few complaints, a meeting was held and the following were discussed during
the meeting; management mentioned that, there are no guiding principles asto why
salaries may be increased. Further management made assertion that, it was not a
contractual obligation for them to pay employees more simply because the
organisation is performing very well. Finally, managing director Mr. Kandjinga
without guarded said, "of course we recognise your contributions as employees to
the performance of the organisation, but in the absence of performance
management policy or system, we are not expected to pay any form of payment of
reward to any employee regardless."
The employees started shouting at management in the meeting. Mr. Kalingo an HR
manager said, "But MD, we cannot have such attitudes towards employees with all
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due respect, it will create divisions. Let us take for instance myself, I work very hard
than some colleagues here in their departments as heads, and others may be better
than I am. Those that work hard and they are not remunerated well for it will see no
need to work hard anymore because they are not compensated for their good
efforts, in fact Mr. MD those good employees are the reason why this company
performs very well. If we continue like this, things will not go well. The meeting went
abruptly quiet for a while and the MD said, "We will see what we can do in the near
future." The meeting ended.
Since January 2018 to March 2018, five (5) management employees resigned. Many
other employees started to take sick leave at odd times, especially employees that
had to travel to the regions with routines. Some employees are always present but
are not putting in so much effort anymore in contrast to when RFstarted, and others
are contemplating to leave the organisation. Finally, management has decided to get
in a well-grounded HR expert to assist alleviate the situation at RF.
2.1 Define contingent pay as mentioned in the case study and indicate two examples (5)
2.2 Discuss with the MD (Mr. Kandjinga) the need to have performance rewards.
Make any examples related to RF.
(14)
2.3 Should this organisation decide to implement contingent pay, advise on how
best to implement in order to make sure it works as intended.
(10)
2.4 Since RA is in the planning to select the award system explain to the leadership
and employees of RFthe process of performance management that will support
its award system
(15)
2.5 Within the context of performance management and strategic planning, what is
the significance of the following documents:
(6)
Total: 100