HRM3706 ASSESSMENT 03 SEMESTER 02 2025 1.2 Which measurement approach/s do you think are appropriate for Thembinkosi to review the salespeople’s performance at Langa Inc.? Substantiate your answer with reference to the scenario. (6)

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Table of Contents

QUESTION 1 ................................................................................................................................4
1.1 Explain the process of job analysis (1 mark) and analyse its role in the implementation of a
performance management system (6 marks). (7) ...........................................................................4
1.2 Which measurement approach/s do you think are appropriate for Thembinkosi to review the
salespeople’s performance at Langa Inc.? Substantiate your answer with reference to the scenario.
(6) ...............................................................................................................................................7
1.3 Identify the TWO purposes of the performance management process that are inhibited by the
way employee performance is reviewed at Langa Inc. (6) ............................................................. 10
1.4 What makes the process in the scenario a performance appraisal, and not a performance
management? (6) ....................................................................................................................... 13
QUESTION 2 .............................................................................................................................. 15
2.1 The following are some of the most common areas of criticism of the current approaches to
performance management systems in many organisations. Clearly indicate how each stage of the
performance management process can minimise each criticism below. You may identify more than
one stage for each criticism if you deem it necessary. .................................................................. 15
2.1.1. Performance appraisals are subjective due to human error and bias. (3) ............................. 16
2.1.2. Pay and performance are often linked, but the link cannot be justified from a scientific
approach. (3) ............................................................................................................................. 16
2.1.3. Performance appraisals are subjective and do not really reflect the true performance of
employees. (3) ........................................................................................................................... 17
2.1.4. Employees fear performance appraisals and therefore hide the truth about their
performance. (3) ........................................................................................................................ 17
2.1.5. There are gaps between business performance, departmental performance, and individual
performance. (3) ........................................................................................................................ 18
2.2 Explain the role of the performance management process in ensuring that knowledge workers
possess the required competencies in the world of work. (4) ....................................................... 18
2.3 Advise Mr Nkhwashu on designing a pay-for-performance system using expectancy theory as a
point of departure. Do not forget to use the salon context to support your advice. (6) .................... 21




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