PASSMATE TUTORIALS
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE FRAMEWORK IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, SMS, WhatsApp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
Table of Contents
QUESTION 1 ................................................................................................................. 3
1.1 Identify an appropriate performance measuring approach to measure a salesperson’s
job. Substantiate your answer. (7) ................................................................................... 3
1.2 Analyse Refilwe’s underperformance as well as the decision you took as a manager to
improve her performance in relation to the three determinants of performance. (9) ........... 4
1.3 Identify and describe the type of team Refilwe works in, with reference to the scenario.
(3) ................................................................................................................................ 8
1.4 Suggest the three sources in the 360-degree feedback that, other than the manager, will
be appropriate to measure Refilwe’s performance. Substantiate your answer with reference
to the scenario. (6) ........................................................................................................ 9
QUESTION 2 ............................................................................................................... 11
2.1 Do you think Mr Ramasimu possesses feedback skills? Substantiate your answer with
reference to the scenario. (11)...................................................................................... 11
2.2 Explain the role of the managerial tasks of planning and controlling in the performance
management process and state how the two tasks were handled in the scenario. (10) ..... 16
2.3 Between the coaching and counselling processes, which one do you suggest Ms
Makhudu should be taken through? Substantiate your answer with reference to the scenario.
(4) .............................................................................................................................. 19
Reference List............................................................................................................. 21
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
QUESTION 1
1.1 Identify an appropriate performance measuring approach to measure a
salesperson’s job. Substantiate your answer. (7)
An appropriate performance-measuring approach for a salesperson is a combination of
the results approach and the behaviour approach, with the two measures being used
together to obtain a more valid and balanced assessment of salesperson performance.
The results approach evaluates what the salesperson achieves, whereas the behaviour
approach evaluates how the salesperson performs the activities required to achieve those
outcomes. This combined approach is preferable because salesperson performance is
multidimensional and cannot always be explained adequately by sales outcomes alone.
Cai, Liu and Liu (2022) argue that salesperson performance evaluation should
incorporate both work processes and work results because an exclusive focus on either
dimension can provide a one-sided assessment. Similarly, the literature on salesperson
performance measurement supports the integration of objective and subjective indicators
because effectiveness, efficiency and competencies can capture different dimensions of
sales performance.
The results approach focuses on measurable outputs attributable to the salesperson.
Appropriate indicators could include sales revenue, sales volume, achievement of sales
targets, number of new customers acquired, customer retention and growth in the
salesperson’s portfolio. Such measures provide relatively objective evidence of whether
predetermined organisational objectives have been achieved. Results measures are
particularly useful in sales because the ultimate purpose of selling activities is to generate
value and revenue for the organisation. However, results should not be interpreted in
isolation because sales outcomes can be influenced by factors outside the salesperson’s
direct control, including market conditions, territory potential, customer demand and
competitive intensity. Cai, Liu and Liu (2022) demonstrate the importance of
distinguishing between sales effectiveness and the efficiency of the activities through
which sales results are generated.
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE FRAMEWORK IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, SMS, WhatsApp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
Table of Contents
QUESTION 1 ................................................................................................................. 3
1.1 Identify an appropriate performance measuring approach to measure a salesperson’s
job. Substantiate your answer. (7) ................................................................................... 3
1.2 Analyse Refilwe’s underperformance as well as the decision you took as a manager to
improve her performance in relation to the three determinants of performance. (9) ........... 4
1.3 Identify and describe the type of team Refilwe works in, with reference to the scenario.
(3) ................................................................................................................................ 8
1.4 Suggest the three sources in the 360-degree feedback that, other than the manager, will
be appropriate to measure Refilwe’s performance. Substantiate your answer with reference
to the scenario. (6) ........................................................................................................ 9
QUESTION 2 ............................................................................................................... 11
2.1 Do you think Mr Ramasimu possesses feedback skills? Substantiate your answer with
reference to the scenario. (11)...................................................................................... 11
2.2 Explain the role of the managerial tasks of planning and controlling in the performance
management process and state how the two tasks were handled in the scenario. (10) ..... 16
2.3 Between the coaching and counselling processes, which one do you suggest Ms
Makhudu should be taken through? Substantiate your answer with reference to the scenario.
(4) .............................................................................................................................. 19
Reference List............................................................................................................. 21
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
QUESTION 1
1.1 Identify an appropriate performance measuring approach to measure a
salesperson’s job. Substantiate your answer. (7)
An appropriate performance-measuring approach for a salesperson is a combination of
the results approach and the behaviour approach, with the two measures being used
together to obtain a more valid and balanced assessment of salesperson performance.
The results approach evaluates what the salesperson achieves, whereas the behaviour
approach evaluates how the salesperson performs the activities required to achieve those
outcomes. This combined approach is preferable because salesperson performance is
multidimensional and cannot always be explained adequately by sales outcomes alone.
Cai, Liu and Liu (2022) argue that salesperson performance evaluation should
incorporate both work processes and work results because an exclusive focus on either
dimension can provide a one-sided assessment. Similarly, the literature on salesperson
performance measurement supports the integration of objective and subjective indicators
because effectiveness, efficiency and competencies can capture different dimensions of
sales performance.
The results approach focuses on measurable outputs attributable to the salesperson.
Appropriate indicators could include sales revenue, sales volume, achievement of sales
targets, number of new customers acquired, customer retention and growth in the
salesperson’s portfolio. Such measures provide relatively objective evidence of whether
predetermined organisational objectives have been achieved. Results measures are
particularly useful in sales because the ultimate purpose of selling activities is to generate
value and revenue for the organisation. However, results should not be interpreted in
isolation because sales outcomes can be influenced by factors outside the salesperson’s
direct control, including market conditions, territory potential, customer demand and
competitive intensity. Cai, Liu and Liu (2022) demonstrate the importance of
distinguishing between sales effectiveness and the efficiency of the activities through
which sales results are generated.
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
