ANTI-PLAGIARISM DECLARATION
University of Johannesburg
Department of Industrial Psychology and People Management
Title of assignment: Performance Management/Appraisal System
Full names & Student number: Letlhogonolo Serumula (221120638)
Programme: BA Hons in Industrial Psychology
Subject: Industrial Psychology Practice
Lecturer: Dr Morton
Due date: 02 September 2021
1. Plagiarism is to present someone else’s ideas as my own.
2. Where material written by other people has been used (either from a printed source or
from the internet), this has been carefully acknowledged and referenced. I have used the
Geneva Convention for citation and referencing. Every contribution to and quotation from
the work of other people in this essay has been acknowledged through citation and
reference.
3. I know that plagiarism is wrong.
3.1 I understand what plagiarism is and am aware of the University’s policy in this regard.
3.2 I know that I would plagiarise if I do not give credit to my sources, or if I copy sentences
or paragraphs from a book, article or Internet source without proper citation.
3.3 I know that even if I only change the wording slightly, I still plagiarise when using
someone else’s words without proper citation.
3.4 I declare that I have written my own sentences and paragraphs throughout my essay and
I have credited all ideas I have gained from other people’s work.
4. I declare that this assignment is my own original work.
5. I have not allowed, and will not allow, anyone to copy my work with the intention of
passing it off as his or her own work.
SIGNATURE: …L. Serumula ……… DATE: 02 September 2021
PART A
1. Performance Contracting Document
A performance contracting document is a legal agreement that binds employees to the
company. A performance contract also lays out the goals that employees are required
to meet (Gruman & Saks, 2011). The usefulness of constructing performance
contracts lies in the ability to eliminate insecurities and foresee future exchanges,
thereby assisting individuals and organizations to meet their needs (Eyoun et al.,
2020). When companies follow through on the conditions of a performance contract,
their employees' attitudes and behaviours are likely to improve. This is because
employees in this situation are more likely to respond positively to good treatment by
exhibiting a variety of positive work outcomes, such as positive behaviour within and
toward their organizations, staying with the organization, and demonstrating greater
commitment. Similarly, a breach can occur when an employee believes his or her
employer has broken its promises (Eyoun et al., 2020).
Performance Agreement Document
Employee name: Andrula Kagiso Mashishi
Employee position and level: Employee Relations Specialist, Management
Date of Agreement: 01 September 2021
Period of agreement: 06 September 2021 to 04 March 2022
Planned review date: Interim – 6 December 2021 Final – 04 March 2022
Performance goals
Task/ Responsibilities Required Outcomes
Take part in exit interviews.
Conducts investigations-related
interviews with employees.
The upkeep and processing of personnel
files and reports.
Respond to the Employee Relations
Department's calls and requests.
Assists with HR projects for the
Employee Relations team.
1
Run background checks for new
employees
Assists in performance evaluations.
Ensure all disciplinary records are
completed and kept up to date.
Assists Employee Relations Leadership
and Consultants with the planning,
preparation, and documentation of
investigations.
Completes a thorough examination of all
requests for personnel files.
Responds to all unemployment situations
and serves as a point of contact.
Assists with and prepares
communication when needed.
Performance agreement approval
Employer signature: L. Serumula Employee signature: A. Mashishi
Print name: Letlhogonolo Serumula Print name: Andrula Mashishi
Date: 01/09/2021 Date: 01/09/2021
2. Performance Appraisal System
Performance evaluation has advanced significantly, becoming more integrated into
performance management systems with far-reaching implications for both individuals
and the businesses for which they work (Bach, 2005). The process of evaluating and
then actively managing organizational and personnel performance in order to increase
organizational effectiveness is now considered as crucial to an organization's growth
and survival (Hartog et al, 2004). Employer expectations for performance standards
have risen dramatically, and employees are now expected to achieve specific goals
while also demonstrating essential organizational behaviors and values (Bach, 2005).
Performance appraisals are the procedure through which supervisors analyse their
subordinate job-related performance and assign rewards to them based on that
judgment. (Cappelli & Conyon, 2018). In any organization, formal procedures
enabling supervisors to evaluate the performance of individual subordinate employees
are an important management tool (Lin & Kellough, 2019). It is proposed that
effective performance appraisals be used to clarify roles, highlight training gaps, and
make employees feel valued (Bach, 2005).
2
Youngcourt et al (2007) The administrative and developmental aims of performance
appraisals are cantered on the individual, whereas the role defining purpose is
centered on the position. Organizations review the process's outputs and make
judgments on topics such as wage increases, optional bonuses, hiring, dismissals, and
promotions in order for performance appraisals to serve their administrative purpose.
The developmental objective of performance appraisal is to improve professional
competence and the personal growth of employees.
The performance appraisal system that was chosen for the role of employee relations
specialist is the Management by Objective (MBO) appraisal system. Management by
objectives (MBO) is a management approach that combines three processes that are
known to comprise excellent management practice: participation in decision-making,
goal formulation, and objective feedback (Rodgers & Hunter, 1992)
https://corporatefinanceinstitute.com/resources/knowledge/strategy/management-by-
objectives-mbo/
https://educationleaves.com/mbo-management-by-objectives-
pdf/#MBO_examples_for_Company_Performance
Reference list
Eyoun, K., Chen, H., Ayoun, B., & Khliefat, A. (2020). The relationship between
purpose of performance appraisal and psychological contract: Generational
differences as a moderator. International Journal of Hospitality Management, 86,
https://doi.org/10.1016/j.ijhm.2020.102449
3
Lin, Y. C., & Kellough, J. E. (2019). Performance appraisal problems in the public
sector: Examining supervisors’ perceptions. Public Personnel Management, 48(2),
179-202, https://doi.org/10.1177%2F0091026018801045
Sang, H. W., & Kirui, J. (2019). Ethical Issues in Selected Human Resource
Management Practices and Sustainable Human Resource Management. International
Journal of Innovative Research and Advanced Studies, 6(4), 156-162, Retrieved from
http://www.ijiras.com/2019/Vol_6-Issue_4/paper_26.pdf
Khaltar, O., & Moon, M. J. (2020). Effects of ethics and performance management on
organizational performance in the public sector. Public Integrity, 22(4), 372-394,
https://doi.org/10.1080/10999922.2019.1615163
Cappelli, P., & Conyon, M. J. (2018). What do performance appraisals do?. ILR
Review, 71(1), 88-116, https://doi.org/10.1177%2F0019793917698649
Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A
model and research agenda. Applied psychology, 53(4), 556-569,
https://doi.org/10.1111/j.1464-0597.2004.00188.x
Potgieter, L. (2002). Appraisal vs performance management. PMIA (Performance
Management Institute of Australia). Retrieved from:
https://www.academia.edu/download/35034131/Appraisal_Vs_Performance_Manage
ment.pdf
Bach, S. (2005). New directions in performance management. In S. Bach (Eds.),
Managing human resources: Personnel management in transition (pp. 289-316).
Oxford, UK: Blackwell Publishing
Rodgers, R., & Hunter, J. E. (1992). A foundation of good management practice in
government: Management by objectives. Public Administration Review, 52(1), 27-39,
https://doi.org/10.2307/976543
4
Gruman, J. A., & Saks, A. M. (2011). Performance management and employee
engagement. Human resource management review, 21(2), 123-136,
https://doi.org/10.1016/j.hrmr.2010.09.004
5
APPENDIX A
1
2
Appendix B
3
4
5
6
7
8
