HRM2604
Assignment 3
(ANSWERS)
Semester 2 2023
ADMIN
[COMPANY NAME]
, DISTINCTION GUARANTEED!). Rudy has recently started his job as a
performance management specialist at EcoBoat, a company that builds small
to medium-sized boats in an eco-friendly way. The company is based in
KwaZulu-Natal. EcoBoat recently changed its performance management (PM)
system. This helped to stabilise a problematic period brought by the previous
PM system, which saw many specialist welders and fabricators resigning. The
staff who remained showed higher levels of dissatisfaction and burnout. The
PM system had several operational issues, which included no alignment
between the individual objectives and the company’s vision and mission. Also,
managers viewed the previous PM system as an administrative nightmare,
resulting in a multitude of problems. As the new performance specialist, Rudy
joined a team consisting of a performance manager and two administrative
clerks. Rudy has several key roles, namely, to ensure that supervisors link
employees' performance to the organisational goals, thereby ensuring that the
strategic objectives of EcoBoat are realised for the current performance
period. In addition, Rudy's role also helps ensure the company learns and
improves from their previous situations and increases responsibility between
employees and management. Rudy is also responsible for assisting the
performance manager to guide supervisors to provide feedback regarding
employee performance. This feedback is used to upskill employees and
improve areas where an employee has poorly performed. The performance
manager noticed that the new supervisors often rate employees at the
midpoint because the supervisors are not familiar with the performance
dimensions used to assess employees, thus impacting on performance
appraisals. Therefore, the performance manager wants to create training
opportunities for the new supervisors at EcoBoat to assist with the evaluation
of employees’ performance. 1.1. Determine the two specific outcomes of the
poor PM system evident at EcoBoat. Provide evidence from the scenario to
support your choice. (6)
Two specific outcomes of the poor performance management (PM) system
evident at EcoBoat are:
1. High Employee Turnover: The first outcome is a high turnover of specialist
welders and fabricators. This is supported by the statement in the scenario
that "the previous PM system saw many specialist welders and fabricators
resigning." This turnover is likely a result of dissatisfaction and burnout
among these employees due to the ineffective PM system. The lack of
alignment between individual objectives and the company's vision and
Assignment 3
(ANSWERS)
Semester 2 2023
ADMIN
[COMPANY NAME]
, DISTINCTION GUARANTEED!). Rudy has recently started his job as a
performance management specialist at EcoBoat, a company that builds small
to medium-sized boats in an eco-friendly way. The company is based in
KwaZulu-Natal. EcoBoat recently changed its performance management (PM)
system. This helped to stabilise a problematic period brought by the previous
PM system, which saw many specialist welders and fabricators resigning. The
staff who remained showed higher levels of dissatisfaction and burnout. The
PM system had several operational issues, which included no alignment
between the individual objectives and the company’s vision and mission. Also,
managers viewed the previous PM system as an administrative nightmare,
resulting in a multitude of problems. As the new performance specialist, Rudy
joined a team consisting of a performance manager and two administrative
clerks. Rudy has several key roles, namely, to ensure that supervisors link
employees' performance to the organisational goals, thereby ensuring that the
strategic objectives of EcoBoat are realised for the current performance
period. In addition, Rudy's role also helps ensure the company learns and
improves from their previous situations and increases responsibility between
employees and management. Rudy is also responsible for assisting the
performance manager to guide supervisors to provide feedback regarding
employee performance. This feedback is used to upskill employees and
improve areas where an employee has poorly performed. The performance
manager noticed that the new supervisors often rate employees at the
midpoint because the supervisors are not familiar with the performance
dimensions used to assess employees, thus impacting on performance
appraisals. Therefore, the performance manager wants to create training
opportunities for the new supervisors at EcoBoat to assist with the evaluation
of employees’ performance. 1.1. Determine the two specific outcomes of the
poor PM system evident at EcoBoat. Provide evidence from the scenario to
support your choice. (6)
Two specific outcomes of the poor performance management (PM) system
evident at EcoBoat are:
1. High Employee Turnover: The first outcome is a high turnover of specialist
welders and fabricators. This is supported by the statement in the scenario
that "the previous PM system saw many specialist welders and fabricators
resigning." This turnover is likely a result of dissatisfaction and burnout
among these employees due to the ineffective PM system. The lack of
alignment between individual objectives and the company's vision and
