HRM 3706
PACKAGE EXAM
Exam Papers
Bundle
HRM 3706 EXAM
PACKAGE EXAM
January/February 2022
HRM3706
Prepare for your exams
Study with the several resources on Docsity
Earn points to download
Earn points by helping other students or get them with a premium plan
Guidelines and tips
Prepare for your exams
Study with the several resources on Docsity
Earn points to download
Earn points by helping other students or get them with a premium plan
HRM 3706 PACKAGE EXAM HRM 3706 PACKAGE EXAM
Typology: Exams
2024/2025
1 / 39
This page cannot be seen from the preview
Don't miss anything!
Related documents
Partial preview of the text
Download HRM 3706 PACKAGE EXAM and more Exams Nursing in PDF only on Docsity!
HRM 3706
PACKAGE EXAM
Exam Papers Bundle HRM 3706 EXAM
PACKAGE EXAM
January/February 2022
HRM
Performance Management
75 Marks
Duration: 3 Hours
EXAMINERS: FIRST EXAMINER: Ms. EM Chigo SECOND EXAMINER: Mr. RD Naude MODERATOR: Ms. JDK Steyn
This paper consists of eight (8) pages.
Instructions:
(1) Answer files should be submitted in English ONLY. NO other languages will be marked. If you submit your answer file in any other language than English, it will not be marked, and you will receive a zero mark for the examination. (2) Submit your answers as a single document in PDF format. It is preferable for you to type your answers (Font: Arial 12) and then convert your document to PDF format for submission. However, if this is not possible, you may also write your answers down and scan them to a PDF file. Please write legibly. (3) Please ensure that all the pages are scanned in the correct format and that the pages are displayed correctly. If not, the answer file will not be marked. (4) Start with a cover page stating the module code (HRM3706) and your student number. (5) This should be followed by your answers to the questions. Note that all three questions are compulsory. There are no elective questions. (6) There is no need for a table of contents, introduction, conclusion or list of references. Simply answer all the questions. (7) Incorrect answer scripts and/or submissions made on unofficial examinations platforms (including the invigilator cell phone application) will not be marked and no opportunity will be granted for resubmission. (8) Mark awarded for incomplete submission will be the student’s final mark. No opportunity for resubmission will be granted. (9) Mark awarded for illegible scanned submission will be the student’s final mark. No opportunity for resubmission will be granted. (10) Submissions will only be accepted from registered student accounts. (11) Students who have not utilised invigilation or proctoring tools will be subjected to disciplinary processes (only include if applicable). (12) Students suspected of dishonest conduct during the examinations will be subjected to disciplinary processes. UNISA has a zero tolerance for plagiarism and/or any other forms of academic dishonesty.
[TURN OVER]
1.1.4 The type of the incentive rewarded to outstanding performers at BFI. (4)
1.1.5 Justify the role of the monitoring and evaluation of the performance management system at BFI. (3)
[25] QUESTION 2
Read the following scenario and then answer sub-questions that follow.
ILLEGAL AND UNETHICAL PERFORMANCE MANAGEMENT AT DIFOFANE AIRLINES: A DANGEROURS GAME
Mxolisi is a pilot at Difofane Airlines, arrives at work and to his surprise; he finds a letter of dismissal with immediate effect on his desk. He is shocked by this letter and he is wondering how the organisation can dismiss him without any disciplinary process or without any notice after two years of employment. He sits down to read a letter to find the exact reasons for his dismissal. From the contents of the letter, the main reason of this dismissal is based on the supposed poor peer performance rating. The letter states that, after reviewing Mxolisi’s performance, the information received from the peers regarding his performance was disappointing. According to the airline, this means that Mxolisi is not a good team player, which is crucial to the airline, especially to pilots. The letter also states that Mxolisi sometimes does not listen or respond to the crew. The airline got a tip off from one of his colleagues that he had been blacklisted by the pilots’ union for having worked for another airline during a strike, and he received negative reviews based on that, but not on his performance at Difofane Airlines. The airline’s reason for the immediate dismissal is that Mxolisi’s incapacity is regarded as a very serious issue for the airline since it puts the public at large in danger. The airline further states that even though they use the 360- degree feedback system to gather employee performance information they rely more on the peer review because they work together on a daily basis, and they know each other’s job very well and are in the right position to review each other’s performance. This shocks Mxolisi because no one ever told him that his performance was not on par with the required standard. After the performance review feedback from all reviewers has been provided (since a 360-degree feedback system is used), the ratings are filed by the human resource management department for future reference.
2.1. Detect (1 mark) and describe (1 mark) the purpose of the performance management that manifest in the scenario. Motivate your answer with reference to the scenario (2 marks). (4)
2.2. Briefly explain the concept of 360-degree feedback (2 marks) , and identify TWO mistakes made by Difofane Airlines in the application of this feedback (4 marks). (6)
2.3 Mxolisi has decided to pursue a formal appeal process regarding his performance appraisal outcome. Explain TWO issues that can be addressed by the appeal process. Substantiate your answer with reference to the scenario. (6)
[TURN OVER]
MANAGING CASHIERS’ PERFORMANCE AT KWAMHLANGA’S CASH & CARRY
After many years of looking for a job, Malebo was appointed as a cashier at Coperite Cash & Carry, one of the big retail stores in her village, KwaMhlanga. One of the rules emphasised in her appointment file is punctuality. She is also expected to be good at calculations, because as a cashier she will be counting money all the time. Another expectation is to wear a smile for customers all the time. One thing that the manager notices with Malebo so far is that although she is good with calculating money, she is not polite and is impatient with customers, which results in the manager scoring her very low during her performance appraisal. Another reason why the manager rates Malebo low is that the manager holds a belief that she is too old, and from his knowledge, old people get tired quickly, hence Malebo gets short- tempered with customers. The manager decides to send her to a customer service workshop at the head office in the Free State province.
2.4 Mxolisi is shocked to hear that he was underperforming because no one ever told him that his performance was not on par with the required standard. Which stage of the performance management process shows to be missing in this scenario? Substantiate your answer with reference from the scenario. (4)
2.5 Analyse Mxolisi’s dismissal in terms of the South African labour legislation and identify TWO labour legislations or Acts contravened by the management of Difofane Airlines (2 marks). Comment on its legality in terms of the two Acts, with reference to the scenario (3 marks). (5)
[25]
QUESTION 3
Read the following scenario and answer sub-questions 3.1 and 3.2.
3.1 Detect (3 marks) and describe (3 marks) any THREE rater errors that Malebo’s manager commits when reviewing and rating her performance. Substantiate your answer with reference to the scenario (6 marks). (12) 3.2 Explain the THREE constraints that managers suffer when trying to observe and document employees when carrying out the developmental plan activities (3 marks). With reference to the scenario, identify the specific one applicable to Malebo’s situation (3 marks). (6)
UNIVERSITY EXAMINATIONS
JUNE/JULY 2021
HRM
Performance Management
75 Marks Duration: 3 Hours
EXAMINERS:
First examiner: EM. Chigo
Second examiner: RD. Naude
External moderator: JDK. Steyn
THIS PAPER CONSISTS OF FIVE (5) PAGES.
Instructions:
(1) Submit your answers as a single document in PDF format. It is preferable for you to type your answers (Font: Arial 12) and then convert your document to PDF format for submission. However, if this is not possible, you may also write your answers down and scan them to a PDF file. Please write legibly.
(2) Start with a cover page stating the module code (HRM3706) and your student number.
(3) This should be followed by your answers to the questions. Note that ALL THREE QUESTIONS ARE COMPULSORY. THERE ARE NO ELECTIVE QUESTIONS.
(4) There is no need for a table of contents, introduction, conclusion or list of references (as was required in your assignments). Simply answer the questions asked.
(5) Make sure that each question and sub-question is clearly numbered.
(6) While you are not required to cite your sources, this does not mean that you can simply copy information from any source. You need to answer the questions in your own words. PLAGIARISM WILL NOT BE TOLERATED AND MAY RESULT IN DISCIPLINARY ACTION if detected.
(7) Please ensure that you submitted a declaration of honesty on myUnisa.
(8) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is NOT password protected as these files cannot be marked. Virus infected files will also not be marked.
(9) Submit your answers in one PDF document by using the via the eAssessment on myExams tool on myUnisa. Detailed link with instructions is provided in HRM37O6_Exam Booklet for CEMS ECP Students_June_July 2021 under Additional Resources folder on myunisa.
[TURN OVER]
PLACING PERFORMANCE MANAGEMENT IN THE CONTEXT OF A STUDENT
You are currently a registered student for a 3rd year module, Performance Management (HRM3706) at
UNISA. Your assessment criteria are both assignments (two assignments per semester), as well as one
examination at the end of the semester. Both types of assessments aim to determine if you have fully
mastered the learning outcomes set for this module. In other words, they both serve to manage your
performance as a student in this module. In respect of the assignments, you receive feedback on your
performance through tutorial letters 201 and 202. Guidelines for how the two assignments should have
been answered are provided in these two tutorial letters. The feedback on your exam performance is
provided only through your exam results, which will indicate whether you have passed the module
(mastered the learning outcomes), or you failed (you have to repeat the module). The lockdown
implemented as a result of the COVID- 19 pandemic has brought about a great deal of change as far as
student assessments are concerned, with students now compelled to submit assignments online via the
myUnisa platform. Examinations are now also non-venue and are conducted online.
MANAGING CASHIERS’ PERFORMANCE AT COPERITE CASH & CARRY
After many years of looking for a job, Nancy was appointed as a cashier at Coperite Cash & Carry, one
of the big retail stores in her village, Ga-Matlala. One of the rules emphasised in her letter of appointment
is punctuality. She is also expected to be good at calculations because, as a cashier, she will be
counting money all the time. Another expectation is that she will wear a smile for customers all the time.
QUESTION 1
Read the following scenario and answer sub-questions 1.1 and 1.2.
1.1 Identify and describe the TWO purposes of the performance management process as illustrated
in the assignment feedback provided in tutorial letters 201 and 202 (6 marks)****. Substantiate your answer with reference to the scenario (4 marks). (10)
1.2 Detect and explain the THREE stages of a performance management process that are manifested
in the assessment of student performance through the use of the assignments and examination (9 marks). Substantiate your answer with reference to the scenario (6 marks). (15) [25]
QUESTION 2
Read the following scenario and answer sub-questions 2.1 to 2.5.
[TURN OVER]
3.1 Comment on Menzi’s determinants of performance. Substantiate your comment with reference to
the scenario. (15)
3.2 With reference to Menzi’s scenario, illustrate the multiplicative relationship of the THREE
determinants you discussed in question 3.1. (4)
3.3 Suggest any TWO developmental activities that Madadeni Motor Company can offer Menzi to help him improve on the declarative knowledge that he lacks (2 marks). Substantiate your answer with reference to the scenario (4 marks). (6) [25]
TOTAL = 75
This paper consists of SIX (6) pages.
Instructions:
(1) Submit your answers as a single document in PDF format. It is preferable for you to type your answers (Font: Arial 12) and then convert your document to PDF format for submission. However, if this is not possible, you may also write your answers down and scan them to a PDF file. Please write legibly.
(2) Start with a cover page stating the module code and your student number.
(3) This should be followed by your answers to the questions. Note that ALL THREE questions are compulsory. There are no elective questions.
(4) There is no need for a table of contents, introduction, conclusion or list of references (as was required in your assignments). Simply answer the questions asked.
(5) Make sure that each question and sub-question is clearly numbered.
(6) While you are not required to cite your sources, this does not mean that you can simply copy information from any source. You need to answer the questions in your own words. Plagiarism will not be tolerated and may result in disciplinary action if detected.
(7) Please ensure that you submitted a declaration of honesty on myUnisa.
(8) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is NOT password protected as these files cannot be marked. Virus infected files will also not be marked. The maximum file size is 20Mb.
(9) Submit your answers in one PDF document by using the Login and download my Exam Question Paper for Oct/Nov 2020 link or the Assessment Info tool on myUnisa. Detailed instructions are provided in Tutorial Letter HRM3706/102/2/2020 (available under Tutorial Letters in the Additional Resources folder on the myUnisa module site).
[TURN OVER]
1.4 Identify the good and bad aspects of the performance management system of Capital Bank. Substantiate your answer with examples from the case study. (7)
[25]
QUESTION 2
2.1 Briefly explain the following statement: “Employment-at-will decisions emphasise the value of procedural justice.” (3)
2.2 Distinguish between declarative and procedural knowledge (2); thereafter identify any TWO developmental activities that can help employees improve in each type of knowledge (4). (6)
2.3 Discuss the relationship between a strategic plan and a developmental plan. (4)
2.4 Briefly explain how the economic factors can influence the administrative purpose of the performance management system. (3)
Read the following scenario and answer the sub-question 2.5 and 2.6 below.
PERFORMING FOR PROMOTION AT MATLA ROOFING, GAUTENG
Nontokozo, a graduate from Limpopo FET college has been working for Matla Roofing, a small manufacturing business situated in Cullinan in Gauteng for ten years. For the past three years she has been working harder with an eye on a promotion. But when the list with the names of the people who would be promoted was posted, her name was not on it. The spot she wanted was awarded to Jeroo, an employee who was widely viewed to be the supervisor’s favourite. One thing that could have led to Jeroo’s high rating is the fact that sometime in the beginning of the year he was seen assisting a disabled client who was struggling to access the building. Jeroo was lucky because that happened when the manager was also walking in; and saw the whole incident. Nontokozo does not understand why Jeroo was promoted because, in fact, he joined only three years ago; so, he cannot be outperforming her. The worst part, Nontokozo is the one who has been coaching Jeroo ever since he started working there. Nontokozo, is very disappointed with this decision. She went to see the manager regarding this decision but unfortunately, she was told that Jeroo was the top performer for that particular performance review cycle, and that unfortunately individual’s files are confidential therefore there was no way that he may discuss such information with Nontokozo. The manager further told Ntokozo that even if Jeroo is new in this organisation, he has been performing very well all these three years he has been appointed, so there is no mistake made in the current ratings and outcome.
These days Nontokozo is often absent as she avoids working together with Jeroo. She is even considering looking for a job elsewhere if the Commission for Conciliation, Mediation and Arbitration (CCMA) does not help her in this matter.
[TURN OVER]
2.5 Identify and explain TWO rater errors that the manager at Matla Roofing committed by promoting Jeroo (4)? Substantiate your answer with examples from the case scenario (2). (6)
2.6 Because of the unfairness Ntokozo perceives regarding her performance review and its outcome, which determinant of performance she shows to be lacking? Motivate your answer with reference from the scenario. (3)
[25]
QUESTION 3
3.1 The performance management process is regulated by the labour legislation of the country. Explain how “defamation” can occur during the performance management process. (3)
3.2 Provide TWO main components in the performance management definition and identify any two stages in the performance management process where these components are emphasised. Substantiate your answer. (4)
Read the following scenario and answer the question below.
A COMMUNICATION PLAN: A GOOD START FOR PERFORMANCE MANAGEMENT AT KOPANO INC
Ben Ngobeni is the executive human resources manager in charge of human resources issues at all the regions of Kopano Inc., a full-service global provider of environmental and energy development services to industry and government. It employs 200 professionals who provide clients with consulting, engineering, marketing and related services in all nine provinces of South Africa. However, this organisation is currently not doing well, especially in the Eastern Cape, North West and Mpumalanga regions. It has lost half of its clients since 2014, which led to a huge drop in profits. The employees in the mentioned three provinces are not meeting the clients’ deadlines anymore. The quality of work has also dropped. Nobody has a clear explanation of what could be causing this problem, except a few technicians in the Eastern Cape region who reported that some of their clients installed new software into their computers without notifying them first.
Ben reads deeper into the whole situation and notices a need for a performance management system. He thinks that with such a system, it is going to be easy to identify the poor and top performers and deal with them accordingly. He writes a letter to the human resources managers in all the regions to set up a meeting. During the meeting, he presents a proposal indicating all the current problems and how the performance management system can help to resolve them. He also allows all regional human resources managers to provide their inputs. One of the HR managers, Mr Sibeko, strongly disagrees with the idea, claiming that he had a bad experience with the performance management system in his previous job. Mr Sibeko claims that the performance management systems are always subjective and biased. He further states that many organisations use the performance management system to punish [TURN OVER]