HRMM3706
PERFORMANCE
MANAGEMENT
STUDENT NO: 63023032
L.N MANYAGE
ASSIGNMENT 02
QUESTION 1
1.1 “I’M RATING YOU “POOR” SO I’LL HAVE A PAPER TRAIL IN CASE I EVER
NEED TO FIRE YOU”. WHICH PURPOSE OF PERFORMANCE
MANAGEMENT MANIFESTS IN ASOK’S MANAGER’S STATEMENT?
DESCRIBE THE PURPOSE AND SUBSTANTIATE WITH REFERENCE TO
THE SCENARIO. (5)
-The purpose of performance management that manifests in Asok’s manager’s
statement is the tracking purpose.
TRCKING PURPOSE
-Organisations can use information gathered during performance management for
effective tracking, which is required for recording important administrative decisions,
evidence of poor/exceptional performance (in this case, Asok's poor performance),
developmental initiatives, and evidence of disciplinary action.
-Asok’s manager saw it fit to create a paper trail of substandard performance to keep
as a written record that will be evidence of his performance just in case he decides to
get rid of him.
1.2 ASOK’S MANAGER IS RATING ASOK POORLY EVEN IF HE
ACKNOWLEDGES THAT ASOK’S PERFORMANCE WAS EXCELLENT
THROUGHOUT THE YEAR. WHAT OBJECTIVE OF A PERFORMANCE
APPRAISAL MANIFEST IN THIS SCENARIO? SUBSTANTIATE YOUR
ANSWER. (2)
EVALUATIVE OBJECTIVE
- Decisions regarding compensations are made, these could include performance
bonuses and merit increases
-staffing decisions assisted through PA information, these could include promotion,
demotion, transfers and layoffs.
1.3 SIX OF THE ISSUES LISTED ON THE MEMORANDUM OF DEMANDS
HANDED OVER TO THE MANAGEMENT OF AGANG CONSTRUCTION CAN
BE RESOLVED BY IMPLEMENTING DIFFERENT STAGES OF THE
PERFORMANCE MANAGEMENT PROCESS. IDENTIFY THOSE ISSUES AND
INDICATE HOW EACH STAGE YOU IDENTIFY CAN HELP RESOLVE EACH
ISSUE. (18)
Unfair compensation and promotions
-Performance review can help resolve this issue. At this stage the manager meets
individual employees to clarify and discuss each individual employee’s performance
and allocate each rating based on their performance. The ratings can be used to
determine if they qualify for a performance bonus and if they qualify for a promotion
to a higher job rank/position.
Unequal workloads
-Prerequisite stage can help resolve this issue. Knowledge of the organisations
Mission and strategic goals. Knowledge of the job in question. During the
prerequisites stage employees get clarity on exactly what tasks are involved in their
jobs. It also helps employees to know if they possess the required skills and
knowledge required in their jobs.
No clear performance goals and expectations for individual employees
-Prerequisite stage can help resolve this issue. Knowledge of the organisations
Mission and strategic goals. Knowledge of the job in question. During the
prerequisites stage employees get clarity on exactly what tasks are involved in their
jobs. It also helps employees to know if they possess the required skills and
knowledge required in their jobs.
Daily targets that are set way too high
-Performance planning can help resolve this issue. During this stage the manager
and the employee meet to discuss, and agree upon, what needs to be done and how
it should be done. This step also includes a discussion about results and behaviours,
as well as a developmental plan. The discussion will include setting key
accountabilities, specific objectives and performance standards.
No job security due to the 4th Industrial Revolution that the world is facing
-performance review can help resolve this issue. The employee and the
manager/supervisor meet to review the employee’s assessment. This meeting is
usually called the appraisal meeting or discussion, during which the employee
receives feedback on his/her performance.
No distinction is made between good and poor performers
-performance review can help resolve this issue. The employee and the
manager/supervisor meet to review the employee’s assessment. This meeting is
usually called the appraisal meeting or discussion, during which the employee
receives feedback on his/her performance.
QUESTION 2
2.1 FIND A RELATIONSHIP/LINK BETWEEN THE FOLLOWING STAGES OF
THE PERFORMANCE MANAGEMENT PROCESS AND TWO OF THE THEORIES
THAT INFORM PERFORMANCE MANAGEMENT:
3.2.1 PERFORMANCE CONTRACT AND GOAL-SETTING THEORY {2}
-The goal-setting theory is emphasised since even though individuals have different
goals they must always be aligned with organisational goals. And if the goals to be
achieved are challenging employees will be more motivated to put in more effort to
achieve them
3.2.2 PERFORMANCE APPRAISAL AND EXPECTANCY THEORY {2}
-According to the expectancy theory when given tasks to do people will exert effort
only if they expect that that their efforts will indeed lead to performance that will be
rewarded and that the reward will be attractive or have value to the performer and
this is addressed at the performance appraisal stage
2.2 BRIEFLY EXPLAIN THE ‘ACTIVITY CONSTRAINT’ THAT MANAGERS MAY
FACE IN AN ATTEMPT TO OBSERVE AN EMPLOYEE’S PERFORMANCE
REGARDING THE DEVELOPMENTAL PLAN. PROVIDE YOUR ORIGINAL
SUITABLE EXAMPLE OF HOW IT OCCURS. (THE EXAMPLE COPIED FROM
THE STUDY MATERIAL, I.E., READING A BOOK WILL NOT BE MARKED
CORRECT). (3)
Activity Constraint
-The amount of time an employee takes to complete his/her developmental activity
makes it difficult for managers to gather and document information about the
employee’s progress towards his/her developmental goals.
Example: an employee doing an online course
2.3 BRIEFLY EXPLAIN WHY MANAGERS MUST FIRST IDENTIFY FACTORS
HAMPERING EMPLOYEE PERFORMANCE BEFORE THEY EMBARK ON
MEASURES TO BE APPLIED TO HELP THEM IMPROVE THEIR
PERFORMANCE. SUBSTANTIATE YOUR ANSWER BY PROVIDING A
SUITABLE EXAMPLE IN WHICH YOU UNPACK EACH DETERMINANT OF
PERFORMANCE
-The idea that performance is influenced by the interaction of three components has
consequences for dealing with performance issues. Managers must gather
information that will help them to determine if the source of the problem is declarative
knowledge, procedural knowledge, motivation, or a mix of these three variables in
order to adequately address performance problems. If a manager believes that an
employee's lack of motivation is due to a lack of declarative knowledge, the
management may send the individual to a company-sponsored training program to
obtain the knowledge that is ostensibly absent. . If low performance is due to a lack
of motivation rather than a lack of declarative knowledge, this would obviously be a
waste of time and resources for the individual, manager, and organization. As a
result, performance management systems must not only assess performance but
also provide information on the source of any performance problems
Declarative knowledge:
Information about facts and things, including information regarding a given task’s
requirements, labels, principles and goals.
Procedural knowledge:
The combination of knowing what to do and how to do it, and it includes cognitive,
physical, perceptual, motor and interpersonal skill
Motivation:
Involves three types of choices, namely:
1. The choice to expend effort (e.g., “I will go to school today”)
2. The choice of level of effort (e.g., “I will put in my best effort at school” versus “I
will not try very hard”)
3. The choice to persist in the expenditure of that level of effort (e.g., “I will give up
after a little while” versus “I will persist no matter what”)
2.4 DIFFERENTIATE AMONGST DIFFERENT TEAMS FOUND IN
ORGANISATIONS AND IDENTIFY THE ONE FOUND AT ISMS. SUBSTANTIATE
YOUR ANSWER. (6)
Work or service team
Work or service teams are coordinated with departmental units. They are also
referred to as process teams. These intact teams are working on mundane duties,
such as service tasks. In most circumstances, such teams will be multiskilled, with
each team member cross-trained to be able to do all of the team's job.
Network teams
-Network teams these are temporary groups that perform certain duties as needed.
Because their work is exceedingly non-routine, and team members are not bounded
by time, space, or organizational boundaries, it is impossible to measure precise
outcomes. Instead of focusing on the past, network team performance management
should focus on the future. Individual competencies, such as the team members'
ability to solve problems, adapt, be flexible, and innovate, should be prioritized by
management.
Project teams
-Because these groups do not stay together for lengthy periods of time, measuring
results at the end of a project may not be beneficial to the team's development
because the group will most likely disband after the project is completed. Instead,
performance measurements should be obtained on a regular basis while the team is
working on the project so that remedial action can be done as needed before the
project is finished.
2.5 SUPPOSE 360-DEGREE FEEDBACK METHOD IS USED AT ISMS. ADVISE
THE MANAGEMENT OF ISMS ABOUT THE SUITABLE INFORMATION SOURCE
THAT CAN BE USED TO MEASURE ITS TEAM. (5)
-When assessments from supervisors, subordinates, peers, and employees
themselves are all used to measure performance, it is referred to as 360-degree
appraisals or multiple-source evaluations. This feedback system collects information
about an employee's performance from others who surround him or her, such as
bosses, colleagues, customers, and subordinates. These players must provide
detailed input on which aspects of performance could be improved. When used
solely for developmental objectives, rather than for administrative purposes, the 360degree feedback system is most beneficial. People are more likely to be truthful if
they know the information will be utilized to assist the individual grow rather than to
penalize or reward them.
REFERENCES
Moosa, M & Meyer, M. 2020. Performance management: A contemporary South
African perspective. Van Schaik Publishers.