100%
HRM2604
EXAM PACK
DISTINCTION QUALITY
UNISA EXAM
,HRM2604 EXAM OCTOBER 2025
QUESTION 1
1.1 Approach to measuring performance (4 marks)
The results-based approach is used for Annelie’s role as a sales consultant at
Highway Motors.
This approach focuses on the outcomes or results produced by employees rather than
their personal traits or the processes they follow (Moosa & Meyer, 2020, ch. 6;
HRM2604, Learning Unit 5). In the scenario, consultants at Highway Motors earn 20%
commission on every vehicle sold, and the best salesperson is determined by the
highest number of vehicles sold. This shows that performance is evaluated according to
measurable sales results the bottom-line outcomes not how Annelie behaves or what
competencies she demonstrates while selling (Learning Unit 5 § 5.4).
Therefore, because success is measured by quantifiable sales results, Annelie’s
performance is measured using the results approach. (Moosa & Meyer, 2020, p. 98;
HRM2604 Learning Unit 5)
1.2 Determinants of Annelie’s expected performance (12 marks)
,According to Moosa & Meyer (2020, ch. 6), there are three determinants of
performance:
4- Declarative knowledge - knowledge about facts, principles, goals, and
requirements.
4- Procedural knowledge and skills - knowing what to do and how to do it.
4- Motivation –
4- the willingness to exert effort and persist in achieving performance goals.
The relationship between these three determinants is multiplicative:
Performance - Declarative knowledge × Procedural knowledge × Motivation (HRM2604
Learning Unit 5.3)
Determinant Analysis of Annelie’s performance
Declarative Annelie possesses the required certificate to practise as a sales
knowledge consultant, indicating she understands the theoretical knowledge about
sales processes, client engagement, and product information. However,
as she is new to the motor industry, her knowledge about specific
products (vehicles, financing, market dynamics) may still be developing.
Limited declarative knowledge can therefore constrain her initial
performance.
Procedural Procedural knowledge refers to knowing how to execute tasks
knowledge effectively. Although Annelie has academic preparation, she lacks
and skills practical experience in the motor industry. She may not yet have
mastered the interpersonal and persuasive techniques needed to close
sales or handle customer objections. This weakness in procedural
knowledge may temporarily affect her performance results.
, Motivation The scenario reveals that Annelie is eager to learn, impressed by the
manager’s support, and motivated to achieve her goals. The
dealership’s commission structure (20%) and performance-based
recognition awards also serve as strong external motivators (extrinsic
motivation). Her motivation compensates for her lack of experience,
increasing the likelihood of performance improvement.
Interrelationship
Since the three factors have a multiplicative relationship, a deficiency in any one area
for example, procedural knowledge will reduce overall performance even if motivation is
high. However, Annelie’s motivation can accelerate the acquisition of declarative and
procedural knowledge through deliberate practice (HRM2604 Learning Unit 5; Moosa &
Meyer, 2020, p. 89).
Annelie’s performance potential is high because of her strong motivation and formal
knowledge, but she needs ongoing development to enhance her procedural skills and
practical experience to achieve sustained results. (HRM2604 Learning Unit 5.3; Moosa
& Meyer, 2020, pp. 88–90)
1.3 Objectives of a developmental plan (4 marks)
HRM2604
EXAM PACK
DISTINCTION QUALITY
UNISA EXAM
,HRM2604 EXAM OCTOBER 2025
QUESTION 1
1.1 Approach to measuring performance (4 marks)
The results-based approach is used for Annelie’s role as a sales consultant at
Highway Motors.
This approach focuses on the outcomes or results produced by employees rather than
their personal traits or the processes they follow (Moosa & Meyer, 2020, ch. 6;
HRM2604, Learning Unit 5). In the scenario, consultants at Highway Motors earn 20%
commission on every vehicle sold, and the best salesperson is determined by the
highest number of vehicles sold. This shows that performance is evaluated according to
measurable sales results the bottom-line outcomes not how Annelie behaves or what
competencies she demonstrates while selling (Learning Unit 5 § 5.4).
Therefore, because success is measured by quantifiable sales results, Annelie’s
performance is measured using the results approach. (Moosa & Meyer, 2020, p. 98;
HRM2604 Learning Unit 5)
1.2 Determinants of Annelie’s expected performance (12 marks)
,According to Moosa & Meyer (2020, ch. 6), there are three determinants of
performance:
4- Declarative knowledge - knowledge about facts, principles, goals, and
requirements.
4- Procedural knowledge and skills - knowing what to do and how to do it.
4- Motivation –
4- the willingness to exert effort and persist in achieving performance goals.
The relationship between these three determinants is multiplicative:
Performance - Declarative knowledge × Procedural knowledge × Motivation (HRM2604
Learning Unit 5.3)
Determinant Analysis of Annelie’s performance
Declarative Annelie possesses the required certificate to practise as a sales
knowledge consultant, indicating she understands the theoretical knowledge about
sales processes, client engagement, and product information. However,
as she is new to the motor industry, her knowledge about specific
products (vehicles, financing, market dynamics) may still be developing.
Limited declarative knowledge can therefore constrain her initial
performance.
Procedural Procedural knowledge refers to knowing how to execute tasks
knowledge effectively. Although Annelie has academic preparation, she lacks
and skills practical experience in the motor industry. She may not yet have
mastered the interpersonal and persuasive techniques needed to close
sales or handle customer objections. This weakness in procedural
knowledge may temporarily affect her performance results.
, Motivation The scenario reveals that Annelie is eager to learn, impressed by the
manager’s support, and motivated to achieve her goals. The
dealership’s commission structure (20%) and performance-based
recognition awards also serve as strong external motivators (extrinsic
motivation). Her motivation compensates for her lack of experience,
increasing the likelihood of performance improvement.
Interrelationship
Since the three factors have a multiplicative relationship, a deficiency in any one area
for example, procedural knowledge will reduce overall performance even if motivation is
high. However, Annelie’s motivation can accelerate the acquisition of declarative and
procedural knowledge through deliberate practice (HRM2604 Learning Unit 5; Moosa &
Meyer, 2020, p. 89).
Annelie’s performance potential is high because of her strong motivation and formal
knowledge, but she needs ongoing development to enhance her procedural skills and
practical experience to achieve sustained results. (HRM2604 Learning Unit 5.3; Moosa
& Meyer, 2020, pp. 88–90)
1.3 Objectives of a developmental plan (4 marks)
