THE BMZ ACADEMY
THE BMZ ACADEMY
@0 6 8 0 5 3 8 2 1 3
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
MANCOSA: BBA (HONS) Assessment
A class-based discussion with model answers to PAST EXAMINATIONS AND
Assignments
Model Solutions provided in this document are not intended for cheating, rather
to provide a starting point.
All solutions were presented based on class discussion.
Further breakdowns are given for each question to give students a
comprehensive starting point and keep on referencing to the relevant areas.
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
Case Study: Performance & Performance Management in the Public Sector
‘Performance is often understood to be a combination of ability, knowledge, skills,
experience, and motivation. Failure to perform can be attributed to absence of one of the
following: doing the job competently (ability), the necessary information to do the job
accurately (knowledge), and motivation as the positive interest in performing the job well
and even going beyond the expectations’ (Kwelanga Training, People Management and
Leadership, 2009). Performance is at the heart of labour process, and ‘it is understood to
be an act of executing or carrying out’ (Concise Oxford English Dictionary, 2004) duties.
It can only be fair that it contributes to service delivery.
Performance Management and Development Systems in the Public Service
The Business Times once shared an important lesson in one of their articles on the first
100 days of a manager that success of a manager is measured by how well each
individual on the team performs. In terms of the public service regulation, 2001, as
amended, all employees in the public services have to be evaluated. The understanding
is that annual individual performance appraisals should be linked to and be informed by
evaluation of unit and organisational performance (SMS, Remuneration and Conditions
of Service, 2003). Performance measurement has cost implication; wherein certain levels
of achievement qualify for incentives such as bonuses. The criteria upon which the
performance of SMS members is assessed are based on two components and use the
80:20 weighting, respectively. They are (i) key result areas (KRAs) cover the main areas
of work, focus on actions and activities that should assist units and ultimately the
department in performing effectively, and are weighted 80% and (ii) core management
criteria (CMC) making up 20% are intended to help build a common sense of good
management practice in the public service. Both should be reflected in the performance
agreement (PA) (SMS Handbook; Performance Management and Development).
In the light of enronism (from the Enron stage of capitalism), the public is unlikely to accept
the efficiency bonuses paid to public sector executives and managers as has been the
case with ESKOM after the discovery that the performance of the electricity utility has not
BMZ ACADEMY 068 053 8213
THE BMZ ACADEMY
@0 6 8 0 5 3 8 2 1 3
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
MANCOSA: BBA (HONS) Assessment
A class-based discussion with model answers to PAST EXAMINATIONS AND
Assignments
Model Solutions provided in this document are not intended for cheating, rather
to provide a starting point.
All solutions were presented based on class discussion.
Further breakdowns are given for each question to give students a
comprehensive starting point and keep on referencing to the relevant areas.
BMZ ACADEMY 068 053 8213
, THE BMZ ACADEMY
Case Study: Performance & Performance Management in the Public Sector
‘Performance is often understood to be a combination of ability, knowledge, skills,
experience, and motivation. Failure to perform can be attributed to absence of one of the
following: doing the job competently (ability), the necessary information to do the job
accurately (knowledge), and motivation as the positive interest in performing the job well
and even going beyond the expectations’ (Kwelanga Training, People Management and
Leadership, 2009). Performance is at the heart of labour process, and ‘it is understood to
be an act of executing or carrying out’ (Concise Oxford English Dictionary, 2004) duties.
It can only be fair that it contributes to service delivery.
Performance Management and Development Systems in the Public Service
The Business Times once shared an important lesson in one of their articles on the first
100 days of a manager that success of a manager is measured by how well each
individual on the team performs. In terms of the public service regulation, 2001, as
amended, all employees in the public services have to be evaluated. The understanding
is that annual individual performance appraisals should be linked to and be informed by
evaluation of unit and organisational performance (SMS, Remuneration and Conditions
of Service, 2003). Performance measurement has cost implication; wherein certain levels
of achievement qualify for incentives such as bonuses. The criteria upon which the
performance of SMS members is assessed are based on two components and use the
80:20 weighting, respectively. They are (i) key result areas (KRAs) cover the main areas
of work, focus on actions and activities that should assist units and ultimately the
department in performing effectively, and are weighted 80% and (ii) core management
criteria (CMC) making up 20% are intended to help build a common sense of good
management practice in the public service. Both should be reflected in the performance
agreement (PA) (SMS Handbook; Performance Management and Development).
In the light of enronism (from the Enron stage of capitalism), the public is unlikely to accept
the efficiency bonuses paid to public sector executives and managers as has been the
case with ESKOM after the discovery that the performance of the electricity utility has not
BMZ ACADEMY 068 053 8213
