HRM3706/202/1/2015
Tutorial Letter 202/1/2015
Performance Management
HRM3706
Semester 1
Department of Human Resource Management
IMPORTANT
THIS TUTORIAL LETTER CONTAINS FEEDBACK
ON ASSIGNMENT 02.
, CONTENTS
Page
1 INTRODUCTION ............................................................................................................................ 2
2 TUTORIAL LETTERS .................................................................................................................... 2
3 GUIDELINES FOR ANSWERING ASSIGNMENT 02 (FIRST SEMESTER) ................................. 3
5 EXAMINATION ............................................................................................................................. 16
6 CONCLUSION .............................................................................................................................. 17
Dear Student
1 INTRODUCTION
We hope that by now you have made good progress in mastering the study material. We need to point
out, once again, that the volume of work that you have to master is fairly substantial; we strongly advise
you to work through the study material and do all the assignments carefully and thoroughly.
The purpose of this tutorial letter is to provide feedback on Assignment 02 (first semester).
2 TUTORIAL LETTERS
By now you should have received the following tutorial letters for HRM3706:
TUTORIAL LETTER CONTENTS OF TUTORIAL LETTER
HRM3706/101/3/2015 A word of welcome, purpose and outcomes of the module, where to start, important
notice, communication with the University, student support system, names of
lecturers, prescribed book and enquiries, tutorial matter, study plan, admission to the
examination and format of the examination, compulsory assignments for students
registered for the first semester, compulsory assignments for students registered for
the second semester, self-assessment assignment (both semesters), guidelines
for answering Assignment 03 (self-assessment).
HRM3706/201/1/2015 Guidelines for answering Assignment 01 and examination guidelines.
HRM3706/202/1/2015
Guidelines for answering Assignment 02 (first semester).
(this tutorial letter)
If you have not received the first two tutorial letters, please e-mail immediately.
Tutorial letters are also available on the internet at myUnisa. We strongly recommend that you register
for and utilise this system if you have not yet done so. Information about the system can be obtained
from the my Studies @ Unisa brochure, which you received on registration.
2
, HRM3706/202
Lecturers are not able to send students duplicate copies of tutorial letters that have been lost in the post,
as they do not have the facilities to do so. Please contact the Despatch Department, or alternatively
access the study material via myUnisa.
Remember that tutorial letters are the University’s principal means of communication and teaching. You
thus have to make sure that you have received all the tutorial letters for your module. Please read and
study all tutorial letters carefully and keep them in a safe place.
3 GUIDELINES FOR ANSWERING ASSIGNMENT 02 (FIRST SEMESTER)
In tutorial letter HRMALL6/301/4/2015 we have provided comprehensive guidelines on answering
assignment questions.
We trust that you found Assignment 02 interesting and stimulating. The questions for this assignment
were specifically designed to help develop your ability to apply the theory and principles and to further
your understanding of the study material contained in study units 1 to 10 of the HRM3706 study guide.
Below you will find the answers to Assignment 02.
QUESTION 1
Read the following case study and answer the questions that follow:
PERFORMANCE APPRAISAL AND DEVELOPMENT AT ROTHER HOMES
New systems of performance appraisal and management development have helped to revitalise a South
African housing company, giving its managers more enthusiasm and transforming them into a more
cohesive group. Rother Homes has a five-year program to repair and upgrade the 3 000 homes for
which it had taken over responsibility. Four years into the program, Rother Homes decided that its top
management needed to be reorganised and that it needed help with succession planning and developing
managers in-house. Members of staff from all departments were interviewed and a cross-departmental
working group was set up to explore and develop ideas for improvement.
The requirement was to create an organisation capable of grasping the opportunities which
independence allowed. Structural changes and shifts in roles and responsibilities were phased in
gradually over the next seven months, in a restructuring that resulted in more cohesive teams, improved
communication across the organisation and a more clearly defined line-management structure.
A staff survey revealed a number of problems with the performance appraisal system. It was agreed that
they should adopt a totally new system. In particular, they favoured separating financial bonuses from
the individual performance review. The proposals were overwhelmingly supported by all staff members.
Over the next seven months, competency sets were written for each job in the organisation and a pilot
group tested the new system. All employees were trained in the use of the new system. All managers
undertook their staff-development reviews within the first two months of the new system going “live”.
The staff-development needs gathered through this exercise were fed into the annual training plan.
Progress reviews indicated that the new system was operating effectively. The Rother Homes chief
executive and senior managers then took part in a pilot project of 360-degree feedback plus coaching.
Each senior manager asked for feedback from his or her manager, peers, some board members, internal
customers and staff.
3
Tutorial Letter 202/1/2015
Performance Management
HRM3706
Semester 1
Department of Human Resource Management
IMPORTANT
THIS TUTORIAL LETTER CONTAINS FEEDBACK
ON ASSIGNMENT 02.
, CONTENTS
Page
1 INTRODUCTION ............................................................................................................................ 2
2 TUTORIAL LETTERS .................................................................................................................... 2
3 GUIDELINES FOR ANSWERING ASSIGNMENT 02 (FIRST SEMESTER) ................................. 3
5 EXAMINATION ............................................................................................................................. 16
6 CONCLUSION .............................................................................................................................. 17
Dear Student
1 INTRODUCTION
We hope that by now you have made good progress in mastering the study material. We need to point
out, once again, that the volume of work that you have to master is fairly substantial; we strongly advise
you to work through the study material and do all the assignments carefully and thoroughly.
The purpose of this tutorial letter is to provide feedback on Assignment 02 (first semester).
2 TUTORIAL LETTERS
By now you should have received the following tutorial letters for HRM3706:
TUTORIAL LETTER CONTENTS OF TUTORIAL LETTER
HRM3706/101/3/2015 A word of welcome, purpose and outcomes of the module, where to start, important
notice, communication with the University, student support system, names of
lecturers, prescribed book and enquiries, tutorial matter, study plan, admission to the
examination and format of the examination, compulsory assignments for students
registered for the first semester, compulsory assignments for students registered for
the second semester, self-assessment assignment (both semesters), guidelines
for answering Assignment 03 (self-assessment).
HRM3706/201/1/2015 Guidelines for answering Assignment 01 and examination guidelines.
HRM3706/202/1/2015
Guidelines for answering Assignment 02 (first semester).
(this tutorial letter)
If you have not received the first two tutorial letters, please e-mail immediately.
Tutorial letters are also available on the internet at myUnisa. We strongly recommend that you register
for and utilise this system if you have not yet done so. Information about the system can be obtained
from the my Studies @ Unisa brochure, which you received on registration.
2
, HRM3706/202
Lecturers are not able to send students duplicate copies of tutorial letters that have been lost in the post,
as they do not have the facilities to do so. Please contact the Despatch Department, or alternatively
access the study material via myUnisa.
Remember that tutorial letters are the University’s principal means of communication and teaching. You
thus have to make sure that you have received all the tutorial letters for your module. Please read and
study all tutorial letters carefully and keep them in a safe place.
3 GUIDELINES FOR ANSWERING ASSIGNMENT 02 (FIRST SEMESTER)
In tutorial letter HRMALL6/301/4/2015 we have provided comprehensive guidelines on answering
assignment questions.
We trust that you found Assignment 02 interesting and stimulating. The questions for this assignment
were specifically designed to help develop your ability to apply the theory and principles and to further
your understanding of the study material contained in study units 1 to 10 of the HRM3706 study guide.
Below you will find the answers to Assignment 02.
QUESTION 1
Read the following case study and answer the questions that follow:
PERFORMANCE APPRAISAL AND DEVELOPMENT AT ROTHER HOMES
New systems of performance appraisal and management development have helped to revitalise a South
African housing company, giving its managers more enthusiasm and transforming them into a more
cohesive group. Rother Homes has a five-year program to repair and upgrade the 3 000 homes for
which it had taken over responsibility. Four years into the program, Rother Homes decided that its top
management needed to be reorganised and that it needed help with succession planning and developing
managers in-house. Members of staff from all departments were interviewed and a cross-departmental
working group was set up to explore and develop ideas for improvement.
The requirement was to create an organisation capable of grasping the opportunities which
independence allowed. Structural changes and shifts in roles and responsibilities were phased in
gradually over the next seven months, in a restructuring that resulted in more cohesive teams, improved
communication across the organisation and a more clearly defined line-management structure.
A staff survey revealed a number of problems with the performance appraisal system. It was agreed that
they should adopt a totally new system. In particular, they favoured separating financial bonuses from
the individual performance review. The proposals were overwhelmingly supported by all staff members.
Over the next seven months, competency sets were written for each job in the organisation and a pilot
group tested the new system. All employees were trained in the use of the new system. All managers
undertook their staff-development reviews within the first two months of the new system going “live”.
The staff-development needs gathered through this exercise were fed into the annual training plan.
Progress reviews indicated that the new system was operating effectively. The Rother Homes chief
executive and senior managers then took part in a pilot project of 360-degree feedback plus coaching.
Each senior manager asked for feedback from his or her manager, peers, some board members, internal
customers and staff.
3
