THE BMZ ACADEMY
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 23
, THE BMZ ACADEMY
Table of Contents
QUESTION 1 .................................................................................................................. 3
1.1 If the results approach is applied to measure employee performance at SunSure, what
are the three key questions that need to be asked for each employee? Apply each of
these questions specifically to Naledi’s role as a sales consultant. (6) ........................... 3
1.2 In the case study, Naledi’s performance is evaluated solely by her supervisor. ........ 6
Identify other possible sources of performance information that could be used to assess
her work. (6) .................................................................................................................... 6
Determine an advantage of including multiple sources in the evaluation process and
relate it to Naledi’s situation. (2) ...................................................................................... 6
State and briefly describe the performance rating method that involves gathering
feedback from multiple sources. (2) ................................................................................ 6
1.3 Naledi received feedback from her supervisor via e-mail. Explain how performance
information should ideally be collected and documented in the twenty-first century. (3) . 8
1.4 What possible reasons might Naledi’s supervisor have for inflating her performance
ratings, even though Naledi herself feels she did not deserve such a high rating? (6) .. 10
QUESTION 2 ................................................................................................................ 12
2.1 In the case study, Imran and Aisha’s performance appraisals show clear examples of
rater errors. For each case: ........................................................................................... 12
Identify the type of rater error (2) ............................................................................... 12
Briefly define it (2) ...................................................................................................... 12
Explain how the error is demonstrated in the employee’s situation. (2) ..................... 12
BMZ ACADEMY 061 262 1185/068 053 8213Page 2 of 23
, THE BMZ ACADEMY
2.2 Aisha disagrees with the performance rating she received from her supervisor. Which
formal process could she follow to address this? Explain briefly what this process entails
and on what grounds could she base it on? (6) ............................................................. 14
2.3 What type of training could Imran and Aisha’s manager undergo to avoid such
situations in the future? (1) ............................................................................................ 17
2.4 In the cases of both Imran and Aisha, their supervisor had the option of adopting a
coaching approach to address the challenges they were facing. .................................. 17
Explain your understanding of the concept of coaching. (2) ...................................... 17
Select either Imran or Aisha and show how the coaching process could be applied in
practice to improve that employee’s performance. Ensure that your response relates
directly to the employee that you have chosen. (10) ..................................................... 17
QUESTION 1
1.1 If the results approach is applied to measure employee performance at
SunSure, what are the three key questions that need to be asked for each
employee? Apply each of these questions specifically to Naledi’s role as a sales
consultant. (6)
Applying the Results Approach to Employee Performance Evaluation at SunSure
Performance evaluation is a fundamental component of human resource management,
enabling organisations to assess employee contributions and align them with strategic
objectives. A commonly utilised method is the results approach, which focuses on the
measurable outcomes employees achieve rather than their specific behaviours or
personal traits (Aguinis, 2019). At SunSure, this approach can be applied effectively to
evaluate Naledi, a sales consultant, by clearly defining her responsibilities, setting
measurable objectives, and establishing standards for success.
BMZ ACADEMY 061 262 1185/068 053 8213Page 3 of 23
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 23
, THE BMZ ACADEMY
Table of Contents
QUESTION 1 .................................................................................................................. 3
1.1 If the results approach is applied to measure employee performance at SunSure, what
are the three key questions that need to be asked for each employee? Apply each of
these questions specifically to Naledi’s role as a sales consultant. (6) ........................... 3
1.2 In the case study, Naledi’s performance is evaluated solely by her supervisor. ........ 6
Identify other possible sources of performance information that could be used to assess
her work. (6) .................................................................................................................... 6
Determine an advantage of including multiple sources in the evaluation process and
relate it to Naledi’s situation. (2) ...................................................................................... 6
State and briefly describe the performance rating method that involves gathering
feedback from multiple sources. (2) ................................................................................ 6
1.3 Naledi received feedback from her supervisor via e-mail. Explain how performance
information should ideally be collected and documented in the twenty-first century. (3) . 8
1.4 What possible reasons might Naledi’s supervisor have for inflating her performance
ratings, even though Naledi herself feels she did not deserve such a high rating? (6) .. 10
QUESTION 2 ................................................................................................................ 12
2.1 In the case study, Imran and Aisha’s performance appraisals show clear examples of
rater errors. For each case: ........................................................................................... 12
Identify the type of rater error (2) ............................................................................... 12
Briefly define it (2) ...................................................................................................... 12
Explain how the error is demonstrated in the employee’s situation. (2) ..................... 12
BMZ ACADEMY 061 262 1185/068 053 8213Page 2 of 23
, THE BMZ ACADEMY
2.2 Aisha disagrees with the performance rating she received from her supervisor. Which
formal process could she follow to address this? Explain briefly what this process entails
and on what grounds could she base it on? (6) ............................................................. 14
2.3 What type of training could Imran and Aisha’s manager undergo to avoid such
situations in the future? (1) ............................................................................................ 17
2.4 In the cases of both Imran and Aisha, their supervisor had the option of adopting a
coaching approach to address the challenges they were facing. .................................. 17
Explain your understanding of the concept of coaching. (2) ...................................... 17
Select either Imran or Aisha and show how the coaching process could be applied in
practice to improve that employee’s performance. Ensure that your response relates
directly to the employee that you have chosen. (10) ..................................................... 17
QUESTION 1
1.1 If the results approach is applied to measure employee performance at
SunSure, what are the three key questions that need to be asked for each
employee? Apply each of these questions specifically to Naledi’s role as a sales
consultant. (6)
Applying the Results Approach to Employee Performance Evaluation at SunSure
Performance evaluation is a fundamental component of human resource management,
enabling organisations to assess employee contributions and align them with strategic
objectives. A commonly utilised method is the results approach, which focuses on the
measurable outcomes employees achieve rather than their specific behaviours or
personal traits (Aguinis, 2019). At SunSure, this approach can be applied effectively to
evaluate Naledi, a sales consultant, by clearly defining her responsibilities, setting
measurable objectives, and establishing standards for success.
BMZ ACADEMY 061 262 1185/068 053 8213Page 3 of 23
