CUSTOMER_CODE
SMUDE
DIVISION_CODE
SMUDE
EVENT_CODE
OCTOBER15
ASSESSMENT_CODE MU0016_OCTOBER15
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
15864
QUESTION_TEXT
What are the aims of Performance Management? Briefly discuss each
one of them.
SCHEME OF
EVALUATION
1.To measure goal achievement:
Overall evaluation of a company and its ability to set and reach goals is
critical for success.
2.To identify the shortfall areas:
Another objective is to discover where employees and the company are
falling short.
3.To identify strengths and weakness:
PM, therefore, has the objective of measuring the strength and
weaknesses of an employee.
4.To evaluate the adequacy of effort:
An employee may have the strengths but he may fall short in effort to
produce the required result. PM is a direct measurement of this.
5.For timely remedial action:
To identify and remedy situations.
6.To evaluate leadership adequacy:
The inability of a company to meet the goals is often due to poor
leadership, poor planning, poor implementation or poor employee
performance.
7.To test the efficacy of teamwork:
Every employee must work with the team members to develop new
techniques and implement changes.
8.To assist enhancing standards:
PM contributes to enhanced standards of work performance of an
employee or class of employees.
9.To ensure alignment to the goal:
To ensure that the employees work towards the defined goals is an
important aim of PM since it is possible that employees are working
hard but not towards the organizational goal and, that too not in an
appropriate manner.
10.To facilitate feedback:
While it is accepted that employee should be given feedback as often as
possible, PM’s aim is that the employees receive at least the minimum
required feedback at regular intervals.
11.To enable personal growth:
To assist the employees to achieve personal growth by acquiring
relevant knowledge, skills and attitudes.
12.To enable a conversation:
PM is perhaps the ideal method for an intimate one – one conversation
with the supervisors. This in turn creates an excellent work atmosphere.
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
15868
QUESTION_TEXT
Explain different skills that line managers requires for effective PM.
SCHEME OF
EVALUATION
1.Preparing role profiles: Defining Goals.
i.e., defining key result areas and competency requirements. Often this
is done by the HR managers without consulting the line managers.
Often it turns out that the goals received from the top management is
neatly cut into pieces and distributed to the departments and teams.
2.Identifying and using performance measures :
This is yet another area where the tacit knowledge of the line managers
should be fully utilized so that performance measures can be made in a
way the employee and the managers understands it.
3.Giving and receiving feedback :
This is indeed one of the major problems for the line manager. Usually
they shy away from it. This is because the line manager feels that he
will hurt the feeling of the employee.
4.Taking part in the performance dialogue :
This is yet another area which the line manager cannot address without
due training. For a line manager, daily production is the crucial issue
and therefore he often finds that getting involved in a performance
dialogue is a waste of time.
5.Identifying the learning needs and arranging for learning and
development :
The line manager is perhaps most suited to identify the learning
requirement of the employee. Usually, the line manager complains when
an employee has to be sent for training as he loses a working hand.
6.Diagnosing and solving performance problems :
A line manager is constantly with the employee and can therefore
observe and identify the problem of production and rectify these in time.
7.Coaching :
A line managers is the person who can act as a coach and mentor to the
employee because of the day-to-day proximity and interpersonal that he
enjoys.
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
72363
QUESTION_TEXT
Explain any five ways to create employee engagement.
SCHEME OF
EVALUATION
1. Communicate clear goals and expectations to the
employees
2. Share information
3. Encourage open communication
4. Culture and value s
5. Creating trust
6. Role of prompt feedback
7. Incentives
8. Delegation
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
72364
QUESTION_TEXT
Explain the different aspects of performance expectations defined
by performance agreement.
SCHEME OF
EVALUATION
1.
2.
3.
4.
5.
Role requirement
Objectives and standards of performance e
Knowledge, skill and capabilities
Performance measures and indicators
Corporate core values or requirements
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
72369
a. Explain the absolute standard evaluation system.
QUESTION_TEXT b. Discuss any three ethical dilemma situations under performance
management system
SCHEME OF
EVALUATION
a. Absolute standard evaluation system :This evaluation system evaluates
individuals for several criteria such as initiative, target achievement, etc.
And rates them accordingly. Employees are not compared with each
other.
4 marks
b) 1.Ethical dilemma 1: Use of trait-oriented or
subjective
evaluation criteria :
2. Ethical dilemma 2: problem in the writing of
performance
standards and measurement indicators.
3. Ethical dilemma 3: The use of different PA system
within
the same organisation.
4. Ethical dilemma 4: How are the results of PA to be used?
5. Ethical dilemma 5: who determines the objective standards
(6 marks)
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
125967
a.
Discuss the principles of performance management.
b.
Explain the steps in end cycle review process.
QUESTION_TEXT
a.
The various principles performance management:
Integration of individual and organisational objectives:
Specificity:
Measurability:
Mutual Agreement:
Continuity:
Customisation:
Flow:
explanation to be picked from U 3.5 Page 43+6 marks
SCHEME OF EVALUATION
b.
Steps in end cycle review process:
Step 1 – Employee prepares self assessment:
Step 2 – Manager/Supervisor prepares the achievement:
Step 3– Discuss the achievement:
Refer to explanation provided under U4 P 64+4 marks