,HRM2604 Assignment 5 (COMPLETE ANSWERS)
Semester 2 2024 - DUE 29 October 2024; 100%
TRUSTED Complete, trusted solutions and
explanations.
PERFORMANCE THAT SELLS Oliver King works at a large real
estate agency called Red Arrow. The agency has been in
business for many years and is well established. Oliver has only
recently started working at Red Arrow. Although he has
obtained the certificate to practise as an estate agent, he does
not have any valid experience in the field and is nervous that he
may not know how to make a sale. He admits that he still has a
lot to learn and is eager to work his way up. The policy at the
agency is that agents earn 20% commission on every property
they sell. Each agent goes out on his or her own when meeting
clients. The best salesperson is determined by calculating the
highest number of properties sold each year. When Oliver
began working at the agency, he sat down with his supervisor,
Felicity who informed him of his duties and guided him on how
to go about achieving his goals. They also drew up Oliver’s
developmental plan together. Felicity is a very easy-going
person, and this is transferred to her working style. She wants
the best for everyone and when training Oliver, she advises him
to always trust his instincts and do what he considers best.
Felicity believes that every client comes with their own unique
circumstances and that an agent has to adapt their behaviour to
suit the client’s needs. At the outset, it was also decided, in
consistency with the organisational policy that Oliver’s
,performance appraisal would include a detailed log compiled by
Felicity regarding important instances of good and poor
performance displayed by Oliver. The fact that his supervisor
took the time to plan his performance really impressed Oliver
and he felt motivated and ready to begin working. HRM2604
Assessment 05 (Semester 2, 2024) 11 © UNISA 2024
QUESTIONS 1. Which of the three main approaches to
measuring performance would be most suitable to Oliver’s job?
Provide a reason for your answer with reference to the
scenario. (4)
In Oliver’s case, the results-oriented approach to measuring
performance would be the most suitable. This approach focuses
on the outcomes of an individual’s work rather than the
behaviors or methods used. In the real estate context, sales
performance is a key indicator of success, and Red Arrow’s
agency uses the number of properties sold as the primary
metric for determining the best salesperson each year. Since
Oliver earns commission based on property sales, and the
agency measures success by sales volume, the results-oriented
approach aligns with the company’s focus on tangible outcomes
—how many properties he sells.
Additionally, the developmental plan between Oliver and
Felicity, which includes tracking both good and poor
, performance, suggests a focus on concrete results and progress.
This makes the results-oriented approach the most appropriate
for evaluating Oliver's performance in this scenario.
To address the questions regarding the KOYO case study, let's
break down each question and provide a thorough analysis.
1.1 Managing International Transfers of Employees
Management of International Transfers
KOYO, as an international organization, managed its
international employee transfers through strategic recruitment
from various geographic locations based on the specific needs
of their subsidiaries. In this case, the organization opted for a
mix of expatriates and local hires for key positions,
demonstrating a balanced approach to human resource
allocation.
1. Transfer of an Employee from Headquarters (Computer
Engineer)
o Advantage 1: Knowledge Transfer
By bringing in an employee from the headquarters,
KOYO ensures the transfer of organizational
knowledge, standards, and best practices to the
subsidiary. This helps maintain consistency in
Semester 2 2024 - DUE 29 October 2024; 100%
TRUSTED Complete, trusted solutions and
explanations.
PERFORMANCE THAT SELLS Oliver King works at a large real
estate agency called Red Arrow. The agency has been in
business for many years and is well established. Oliver has only
recently started working at Red Arrow. Although he has
obtained the certificate to practise as an estate agent, he does
not have any valid experience in the field and is nervous that he
may not know how to make a sale. He admits that he still has a
lot to learn and is eager to work his way up. The policy at the
agency is that agents earn 20% commission on every property
they sell. Each agent goes out on his or her own when meeting
clients. The best salesperson is determined by calculating the
highest number of properties sold each year. When Oliver
began working at the agency, he sat down with his supervisor,
Felicity who informed him of his duties and guided him on how
to go about achieving his goals. They also drew up Oliver’s
developmental plan together. Felicity is a very easy-going
person, and this is transferred to her working style. She wants
the best for everyone and when training Oliver, she advises him
to always trust his instincts and do what he considers best.
Felicity believes that every client comes with their own unique
circumstances and that an agent has to adapt their behaviour to
suit the client’s needs. At the outset, it was also decided, in
consistency with the organisational policy that Oliver’s
,performance appraisal would include a detailed log compiled by
Felicity regarding important instances of good and poor
performance displayed by Oliver. The fact that his supervisor
took the time to plan his performance really impressed Oliver
and he felt motivated and ready to begin working. HRM2604
Assessment 05 (Semester 2, 2024) 11 © UNISA 2024
QUESTIONS 1. Which of the three main approaches to
measuring performance would be most suitable to Oliver’s job?
Provide a reason for your answer with reference to the
scenario. (4)
In Oliver’s case, the results-oriented approach to measuring
performance would be the most suitable. This approach focuses
on the outcomes of an individual’s work rather than the
behaviors or methods used. In the real estate context, sales
performance is a key indicator of success, and Red Arrow’s
agency uses the number of properties sold as the primary
metric for determining the best salesperson each year. Since
Oliver earns commission based on property sales, and the
agency measures success by sales volume, the results-oriented
approach aligns with the company’s focus on tangible outcomes
—how many properties he sells.
Additionally, the developmental plan between Oliver and
Felicity, which includes tracking both good and poor
, performance, suggests a focus on concrete results and progress.
This makes the results-oriented approach the most appropriate
for evaluating Oliver's performance in this scenario.
To address the questions regarding the KOYO case study, let's
break down each question and provide a thorough analysis.
1.1 Managing International Transfers of Employees
Management of International Transfers
KOYO, as an international organization, managed its
international employee transfers through strategic recruitment
from various geographic locations based on the specific needs
of their subsidiaries. In this case, the organization opted for a
mix of expatriates and local hires for key positions,
demonstrating a balanced approach to human resource
allocation.
1. Transfer of an Employee from Headquarters (Computer
Engineer)
o Advantage 1: Knowledge Transfer
By bringing in an employee from the headquarters,
KOYO ensures the transfer of organizational
knowledge, standards, and best practices to the
subsidiary. This helps maintain consistency in
