CUSTOMER_CODE

SMUDE

DIVISION_CODE

SMUDE

EVENT_CODE

JULY2016

ASSESSMENT_CODE

MU0016_JULY2016

QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

15866

QUESTION_TEXT

Briefly explain the different types of rating.

SCHEME OF EVALUATION

1.Self rating:
Self rating is quite common but is usually an
informal part of the supervisor employee
appraisal feedback session. Supervisors start by
asking the employee his opinion.
2.Supervisors rating :
Evaluation by superiors is the most traditional
method of employee appraisal. This type of
evaluation involves a supervisor rating f an
employee on the various elements in an
employees performance plan and the
evaluation of programmes and teams by senior
managers.
3.Subordinates rating:
An upward appraisal process or feedback
survey, which is also called SAM or
Subordinates Appraising managers is among
the most significant. Valuable data on
performance elements concerning managerial
and supervisory behaviours of managers can be
collected through subordinate ratings.
4.Peers rating:
Rating by peers have proven to be very useful
for employee development as they are excellent
indicators of future performance.
5.Customers rating :
Since customer satisfaction and customers
opinion is the most important aspect of any
business venture, customer feedback is the most
important feedback. (5 * 2 = 10M)

QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

15868

QUESTION_TEXT
SCHEME OF EVALUATION

Explain different skills that line managers

requires for effective PM.
1.Preparing role profiles: Defining Goals.
i.e., defining key result areas and competency
requirements. Often this is done by the HR
managers without consulting the line managers.
Often it turns out that the goals received from
the top management is neatly cut into pieces
and distributed to the departments and teams.
2.Identifying and using performance measures :
This is yet another area where the tacit
knowledge of the line managers should be fully
utilized so that performance measures can be
made in a way the employee and the managers
understands it.
3.Giving and receiving feedback :
This is indeed one of the major problems for
the line manager. Usually they shy away from
it. This is because the line manager feels that he
will hurt the feeling of the employee.
4.Taking part in the performance dialogue :
This is yet another area which the line manager
cannot address without due training. For a line
manager, daily production is the crucial issue
and therefore he often finds that getting
involved in a performance dialogue is a waste
of time.
5.Identifying the learning needs and arranging
for learning and development :
The line manager is perhaps most suited to
identify the learning requirement of the
employee. Usually, the line manager complains
when an employee has to be sent for training as
he loses a working hand.
6.Diagnosing and solving performance
problems :
A line manager is constantly with the employee
and can therefore observe and identify the
problem of production and rectify these in time.
7.Coaching :
A line managers is the person who can act as a
coach and mentor to the employee because of
the day-to-day proximity and interpersonal that

he enjoys.

QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

15869

QUESTION_TEXT

How to enhance the objectivity in rating?

Explain.

SCHEME OF EVALUATION

1.Hole effect :
Evaluators ignore the facts of the performance
and grade a person high if he has achieved
something or impressed the evaluator for
something other than the parameter of
evaluation.
2.Leniency, severity averaging :
Some evaluators seem to believe that they
should be fair to their appraise and thus assign
them high grades or compassionate grades
while the others do the opposite. This is called
leniency and severity respectively.
3.Assimilation or differential effects :
Some evaluators prefer to favour individuals
who are more like them who think on the
same lines and thus allot them a higher grade
than those who seem to have a different
opinion.
4.Primacy and recency effect:
Some evaluators form opinions about
individuals on the basis of their first impression
and are likely to carry these feelings over a long
period of time, while some others allocate
grades on account of the current behaviour they
have noticed in the appraise without recalling
deeds over a period of time.
5.Scale shrinking :
Some evaluators tend not to use the extreme
ends of the rating scale. Forced distribution
helps to overcome this.

QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

72368

QUESTION_TEXT

a.
Discuss the dimensions of
performance management

b.
Explain result based
accountability

SCHEME OF EVALUATION

a) The various dimensions of performance

management are:
1. Output or result dimension: Output
dimension or result dimension is the most
acceptable, visible and measurable dimension
of performance.
2.
Input dimension: This dimension deals
with the activities or tasks to be accomplished
by the individual. The nature of activities to be
undertaken by the accomplished by the
individual.
3. Time dimension: Time is another
dimension of performance. Performance can be
measured for a task, for a day, for a week, for a
month, a year or for life.
4. Focus dimension: Performance also has a
focus dimension. The focus can be on anything.
5. Quality dimension: The outcome of
performance should be of a good quality.
6. Cost dimension: Cost may be financial, or
with respect to time and
effort.
(6 marks)
b) Result-Based Accountability: The
accountability landscape is changing. Decision
makers want more than a summary of activities
and sweeping generalizations about the
organisations and individual performance.
Although organizations have historically
been held accountable for such things as
spending appropriated amount of money for the
purposes.
In the earlier unit, we look at the PM-planning
process in brief. We have discussed how the
employee and the manager decide on the goals
jointly.
The performance plan is an agreement between
the organisation represented by the manager
and the employees on what has to be done to
achieve objectives.
(4 marks)

QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

125967

QUESTION_TEXT

a. Discuss the principles of performance

management.
b.
Explain the steps in end cycle review
process.
a.
The various principles performance
management:
Integration of individual and organisational
objectives:
Specificity:
Measurability:
Mutual Agreement:
Continuity:
Customisation:
Flow:
explanation to be picked from U 3.5 Page 43+6
marks

SCHEME OF EVALUATION
b.
Steps in end cycle review process:
Step 1 Employee prepares self assessment:
Step 2 Manager/Supervisor prepares the
achievement:
Step 3 Discuss the achievement:
Refer to explanation provided under U4 P 64+4
marks

QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

125969

QUESTION_TEXT

a. Discuss the managers responsibility in

performance planning mechanics &
documentation.

b.

SCHEME OF EVALUATION

Discuss MBO

a. there are six basic responsibilities of a

manager. These responsibilities can be
classified in to twothose that the manager has
to work on with the employees before the
performance planning meeting and those
accomplished during the performanceplanning
meeting.
(6 marks, explanation required)
b.
meaning:
Six main steps:
1.
Set the organisations goal
2.
Set departmental goals
3.
Discuss and allocate department goal
4.
Define accepted results
5.
Review the performance and valuate the
results
6.
Provide feedback
4 marks