The BMZ Academy @ 061 262
THE BMZ ACADEMY
@061 262 1185/068 053 8213
BMZ ACADEMY 061 262 1185/068 053 8213
,9/3/25, 10:31 AM Assessment 2: Attempt review
HRM3706-25-S2 Welcome Message Assessment 2
QUIZ
Started on Wednesday, 3 September 2025, 10:00 AM
State Finished
Completed on Wednesday, 3 September 2025, 10:25 AM
Time taken 24 mins 58 secs
Marks 21.00/30.00
Grade 70.00 out of 100.00
Question 1
Complete
Mark 1.00 out of 1.00
Read the following scenario and answer the question that follows.
The South African economy has been performing badly in the past 24 months, making business difficult for many enterprises
in the country. Mantwa is a salesperson at the Newcastle branch of the CarsKoloi Dealership. Due to the economic
conditions, Mantwa was unable to meet her monthly sales targets as stated in her performance agreement, which is to sell
12 cars per month. As a result, she has received low performance rating scores in the past two performance management
cycles. Mantwa feels that it is unfair for her manager to give her low performance scores because the economic conditions,
which resulted in her not being able to make sales, are outside of his control. What frustrates her is that, before these
adverse economic conditions, she had sold cars well beyond her set target. Management at this organisation always
commended her high level of education and her extensive experience in the car dealership industry. Her main worry about the
low performance scores is that her peers in other sections in the organisation are being rated high and all receive rewards.
The reward policy of CarsKoloi Dealership expressly states that each salesperson who exceeds their monthly target (selling
12 cars per month) will receive a one-time additional 5% reward of the excess sales they have made. After several failed
attempts to talk with her line manager about her unhappiness, Mantwa is no longer enjoying working at CarsKoloi Dealership.
She is often absent and is considering quitting her job.
Identify the performance measuring approach that is used to measure the salespeople's performance in the scenario.
Select one:
A. Comparative approach
B. Results approach
C. Trait approach.
D. Behaviour approach
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=29330990&cmid=1089131 1/18
, 9/3/25, 10:31 AM Assessment 2: Attempt review
Question 2
Complete
Mark 1.00 out of 1.00
Read the following scenario and answer the question that follows.
The South African economy has been performing badly in the past 24 months, making business difficult for many enterprises
in the country. Mantwa is a salesperson at the Newcastle branch of the CarsKoloi Dealership. Due to the economic
conditions, Mantwa was unable to meet her monthly sales targets as stated in her performance agreement, which is to sell
12 cars per month. As a result, she has received low performance rating scores in the past two performance management
cycles. Mantwa feels that it is unfair for her manager to give her low performance scores because the economic conditions,
which resulted in her not being able to make sales, are outside of his control. What frustrates her is that, before these bad
economic conditions, she sold cars way beyond her set target. Management at this organisation always commended her
high level of education and her extensive experience in the car dealership industry. Her main worry about the low
performance scores is that her peers in other sections in the organisation are being rated high and all receive rewards. The
reward policy of CarsKoloi Dealership expressly states that each salesperson exceeding their monthly target (selling 12 cars
monthly) will receive a once-off additional 5% reward of the excess sales they have made. After several failed attempts to talk
with her line manager about her unhappiness, Mantwa is no longer enjoying working at CarsKoloi Dealership. She is often
absent and is considering quitting her job.
Mantwa feels that it is unfair of her manager to rate her low because his failure to achieve the set monthly target is due to
factors beyond his control. Which performance measuring approach do you think will be appropriate and fair to measure
Mantwa's performance?
Select one:
A. Results approach
B. Behaviour approach
C. Quantitative approach
D. Trait approach
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=29330990&cmid=1089131 2/18
THE BMZ ACADEMY
@061 262 1185/068 053 8213
BMZ ACADEMY 061 262 1185/068 053 8213
,9/3/25, 10:31 AM Assessment 2: Attempt review
HRM3706-25-S2 Welcome Message Assessment 2
QUIZ
Started on Wednesday, 3 September 2025, 10:00 AM
State Finished
Completed on Wednesday, 3 September 2025, 10:25 AM
Time taken 24 mins 58 secs
Marks 21.00/30.00
Grade 70.00 out of 100.00
Question 1
Complete
Mark 1.00 out of 1.00
Read the following scenario and answer the question that follows.
The South African economy has been performing badly in the past 24 months, making business difficult for many enterprises
in the country. Mantwa is a salesperson at the Newcastle branch of the CarsKoloi Dealership. Due to the economic
conditions, Mantwa was unable to meet her monthly sales targets as stated in her performance agreement, which is to sell
12 cars per month. As a result, she has received low performance rating scores in the past two performance management
cycles. Mantwa feels that it is unfair for her manager to give her low performance scores because the economic conditions,
which resulted in her not being able to make sales, are outside of his control. What frustrates her is that, before these
adverse economic conditions, she had sold cars well beyond her set target. Management at this organisation always
commended her high level of education and her extensive experience in the car dealership industry. Her main worry about the
low performance scores is that her peers in other sections in the organisation are being rated high and all receive rewards.
The reward policy of CarsKoloi Dealership expressly states that each salesperson who exceeds their monthly target (selling
12 cars per month) will receive a one-time additional 5% reward of the excess sales they have made. After several failed
attempts to talk with her line manager about her unhappiness, Mantwa is no longer enjoying working at CarsKoloi Dealership.
She is often absent and is considering quitting her job.
Identify the performance measuring approach that is used to measure the salespeople's performance in the scenario.
Select one:
A. Comparative approach
B. Results approach
C. Trait approach.
D. Behaviour approach
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=29330990&cmid=1089131 1/18
, 9/3/25, 10:31 AM Assessment 2: Attempt review
Question 2
Complete
Mark 1.00 out of 1.00
Read the following scenario and answer the question that follows.
The South African economy has been performing badly in the past 24 months, making business difficult for many enterprises
in the country. Mantwa is a salesperson at the Newcastle branch of the CarsKoloi Dealership. Due to the economic
conditions, Mantwa was unable to meet her monthly sales targets as stated in her performance agreement, which is to sell
12 cars per month. As a result, she has received low performance rating scores in the past two performance management
cycles. Mantwa feels that it is unfair for her manager to give her low performance scores because the economic conditions,
which resulted in her not being able to make sales, are outside of his control. What frustrates her is that, before these bad
economic conditions, she sold cars way beyond her set target. Management at this organisation always commended her
high level of education and her extensive experience in the car dealership industry. Her main worry about the low
performance scores is that her peers in other sections in the organisation are being rated high and all receive rewards. The
reward policy of CarsKoloi Dealership expressly states that each salesperson exceeding their monthly target (selling 12 cars
monthly) will receive a once-off additional 5% reward of the excess sales they have made. After several failed attempts to talk
with her line manager about her unhappiness, Mantwa is no longer enjoying working at CarsKoloi Dealership. She is often
absent and is considering quitting her job.
Mantwa feels that it is unfair of her manager to rate her low because his failure to achieve the set monthly target is due to
factors beyond his control. Which performance measuring approach do you think will be appropriate and fair to measure
Mantwa's performance?
Select one:
A. Results approach
B. Behaviour approach
C. Quantitative approach
D. Trait approach
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=29330990&cmid=1089131 2/18
