CUSTOMER_CODE
SMUDE
DIVISION_CODE
SMUDE
EVENT_CODE
OCTOBER15
ASSESSMENT_CODE MU0016_OCTOBER15
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
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
72370
QUESTION_TEXT
What are the factors of performance management which are important
to other HR processes
1.
SCHEME OF
EVALUATION
Recruiting:
Recruiting is the first step in getting human resources to the firm.
While recruiting, we use job descriptions or competencies. Both, in the
ultimate analysis, are a definition of the performance recruitments.
2. On – boarding:
PM is important in the on-boarding process. Through PM, we are able
to clearly express the needs of the organization, its norms and such other
parameters which required for performance so that the candidates come
mentally tuned for the job.
3. Organizational performance:
PM is the process by which we define what portion of the
organizational goal a person should deliver. Hence PM traces the
individual competencies and deliverables to the organizational strategy.
4. Learning and Development :
If we join a company and are not able to perform to the required
standards, then we need to learn the same. This is done through training.
We should also develop some new skills so that we can do a job of
value.
5. Reward and motivation:
Here we cover both intrinsic and extrinsic
rewards.
6.
Exit management:
There is an old adage popular in government organizations: “you can
be a ticketless passenger , but do not pull the chain” . In a business set –
up, you cannot even be a ticketless passenger. PM clearly defines the
performance requirements and enables an organization to get rid of
people who do not contribute to the performance of the company. (10
marks)
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
72373
QUESTION_TEXT
What are the types of Virtual Teams
SCHEME OF
EVALUATION
1. Networked teams :
These are geographically distributed and not necessarily from the same
organization. They are experts who come together to discuss and solve a
problem which is complex in nature and which needs special expertise
and are dissolved after the purpose.
2. Parallel teams :
They are similar to networked teams and may or may not be from the
same organization but they are not usually dissolved, but await other
tasks.
3. Project development teams :
The best example of this is a product development team. They are
similar to parallel teams but have recommendatory powers and, often,
accountability to create a product.
4. Work, production and functional teams :
Though they operate virtually, they are function –specific, for example,
finance teams which handle various aspects of global finance in an
organization.
5. Service teams :
They provide service to customers but are located in different time zones
and over the jobs as the time changes.
6. Offshore teams :
These are teams to which organizations sub-contract some of their
jobs.
(10 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
SCHEME OF EVALUATION
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
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
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
125970
a.
Explain the four models of team evaluation.
b.
Discuss the challenges in linking performance and reward.
QUESTION_TEXT
a. Four models of team evaluation:
Model–1 Individual appraisal in a team setting
Model–2
Employee’s contribution to the team
Model–3 Use of group performance elements
SCHEME OF EVALUATION
Model–4 No individual performance appraisal
6 marks
b.
Challenges in linking performance and reward
(4 marks)