SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD THAT HAS PASSED THE END DATE: 

Review and revise a performance management system for the motor retail business 
SAQA US ID UNIT STANDARD TITLE
243475  Review and revise a performance management system for the motor retail business 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Generic Management 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular-Fundamental  Level 6  Level TBA: Pre-2009 was L6  10 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Passed the End Date -
Status was "Reregistered" 		 2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
Management of a motor retail business requires an effective performance management system to manage employee performance. This unit standard reflects the skills required to:
  • Review the effectiveness of the performance management system.
  • Analyse business processes, determine new key performance areas and set key performance indicators.
  • Develop an action plan and implement the revised performance management system.
  • Evaluate the impact of the revised performance management system on morale and the achievement of business objectives.

    It also reflects the understanding of:
  • Principles of performance management.

    This unit standard would be assessed in any motor retail business which includes a combination of several of the following:
  • New vehicle sales.
  • Used vehicle sales.
  • Vehicle finance and insurance.
  • Vehicle servicing and repairs.
  • Parts and accessories.
  • Body repairs.
  • Leasing.
  • Rental.
  • Retail finance and administration.
  • Specialised services such as:

    > Automotive engineering and engine rebuilding.
    > Customising and tuning.
    > Wheels, tyres and shock absorbers.
    > Auto-electrical diagnostics and repairs.
    > Fleet management.
    > Vehicle security, environmental and entertainment systems.

    The skill, the knowledge and the values reflected in this unit standard form part of the exit level outcomes required for the National Diploma in Business Management (Motor Retail): NQF Level 6. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    The credits for this qualification are based on the assumption that the learner either has a formal qualification and some experience of the motor retail business or has extensive experience within the motor retail business. If a learner does not have such experience or qualifications, the learning time will be increased.

    Learners are assumed to have management, administrative, human resource, financial, operational, organisational, marketing, sales, problem solving, situational analysis, relationship, decision making and planning skills at NQF Level 5 in the context of the motor retail industry. Such skills may be acquired through the National Diploma in Business Management (Motor Retail): NQF Level 5. The allocation of credits is also based on the assumption that the learner will be working towards this qualification as part of a learning programme which integrates the unit standards. 

    UNIT STANDARD RANGE 
    Performance management system in the context of this unit standard refers to the human resources aspect of the business. It includes performance management of individuals as well as teams, groups and business units within the overall business. It also includes the recognition and rewards system.

    Business units refer to branches of, or departments in, a larger business.

    Further information on the scope and level of this unit standard is indicated by range statements related to the specific outcomes. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Review the effectiveness of the performance management system. 
    OUTCOME RANGE 
    Review would include issues such as: alignment of the performance management system against business objectives; relevance and the effectiveness of the performance management system in raising levels of performance; the consistency of the application across the organisation; the effectiveness of the recognition and reward system; the effectiveness of management in dealing with poor performance; etc. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Information on business and employee performance is obtained and analysed. 

    ASSESSMENT CRITERION 2 
    Performance is compared with business objectives and achievements and shortfalls are identified. 

    ASSESSMENT CRITERION 3 
    The performance management system's relevance and application across all business units is reviewed and shortfalls are identified. 

    ASSESSMENT CRITERION 4 
    The recognition and rewards system is reviewed and its effectiveness evaluated. 

    ASSESSMENT CRITERION 5 
    Apparent underperformance resulting from inconsistent application of the performance management system is identified and its extent determined. 

    SPECIFIC OUTCOME 2 
    Analyse business processes, identify, select and prioritise potential areas of improvement and determine new key performance areas. 
    OUTCOME RANGE 
    Areas include root causes of underperformance related to employee morale, competence and leadership; business and operational systems. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Key performance areas are related to underperforming business processes. 

    ASSESSMENT CRITERION 2 
    Underperformance is not related to lack of, or inadequate, systems or resources. 

    ASSESSMENT CRITERION 3 
    Potential opportunities for recognition and rewards are identified and their benefits and disadvantages determined. 

    SPECIFIC OUTCOME 3 
    Consult with management team and staff and set key performance indicators. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Decisions result from effective consultation involving all business units and employee levels. 

    ASSESSMENT CRITERION 2 
    Key performance indicators reflect and link organisational, business unit, team and individual objectives. 

    ASSESSMENT CRITERION 3 
    Key performance indicators are objective, measurable, realistic, attainable and appropriate in respect of timeframes. 

    ASSESSMENT CRITERION 4 
    Recognition and rewards related to achievement of required levels of performance are determined and communicated. 

    ASSESSMENT CRITERION 5 
    Key performance indicators are clearly communicated to business units and employees. 

    ASSESSMENT CRITERION 6 
    Under-performance issues are addressed and managed. 

    SPECIFIC OUTCOME 4 
    Develop an action plan and implement the revised performance management system. 
    OUTCOME RANGE 
    The performance management system provides for effective two-way communication; prompt identification and rectification of performance problems; recognition and reward of achievements and exceptional performance; disciplinary action in the case of under-performance.

    Revised performance management system also includes changed indicators. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Deliverables, timelines, responsibilities and requirements are clearly defined and communicated. 

    ASSESSMENT CRITERION 2 
    Roll out of revised performance management system is monitored and adjusted where required. 

    ASSESSMENT CRITERION 3 
    Success indicators and methods of measuring these are developed to enable the impact of the revisions to be evaluated. 

    SPECIFIC OUTCOME 5 
    Evaluate the impact of the revised performance management system on morale and the achievement of business objectives. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The evaluation process is planned, implemented and managed. 

    ASSESSMENT CRITERION 2 
    The evaluation process is designed to assess the impact of the revision on the set key business performance indicators. 

    ASSESSMENT CRITERION 3 
    The impact of the revised performance management system is evaluated and its contribution to the strategic objectives of the business is assessed. 

    ASSESSMENT CRITERION 4 
    Findings are clearly formulated and the impact of the revised performance management system on morale and achievement of business objectives is clearly demonstrated to all stakeholders. 

    ASSESSMENT CRITERION 5 
    Problem areas and shortfalls are identified and appropriate corrective action is taken. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
    Assessment will be governed by the policies and guidelines of a relevant Education and Training Quality Assurance body (ETQA), which has jurisdiction over this field of learning. The policies and procedures of the relevant ETQA will also determine:
  • How the assessment is moderated.
  • How a learner can appeal against the outcome of the assessment.

    Any institution or company which offers learning to achieve the purpose of this unit standard must be accredited as a provider through the relevant ETQA.

    The integrated assessment should be based on a summative assessment guide. The guide will specify how the assessor will assess different aspects of the performance and will include:
  • Evaluating evidence in a portfolio of evidence, particularly projects which integrate various aspects of the unit standard and which demonstrate the integration of knowledge, skills and values, and the development of the critical outcomes.
  • Observing and listening to the learner at work, both in primary activities as well as in other interactions, or in relevant simulations.
  • Asking questions and initiating short discussions to test understanding and to verify other evidence.
  • Looking at records and reports.
  • Formative assessment.

    Assessment of competence for this unit standard is based on experience acquired by the learner in the workplace, within the particular motor retail context. The assessment process should cover the explicit tasks required for the unit standard as well as the understanding of the concepts and principles that underpin the management process.

    The assessment process should also establish how the learning process has advanced the Critical Cross-Field Outcomes.

    The learner may choose in which language he/she wants to be assessed. This should be established as part of a process of preparing the learner for assessment and familiarising the learner with the approach being taken.

    Assessors should also evaluate evidence that the learner has been performing consistently over a period of time.

    The assessment for this unit standard can be done in conjunction with the assessment of other unit standards related to a qualification, and in conjunction with the assessment for the qualification as a whole. 
    		•

    UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    The following items reflect the broad range and types of knowledge that the assessor will evaluate. However, care should be taken that these items listed are used as a guide and are not seen as being prescriptive. This is especially true if examples are given. Knowledge in this field evolves quickly. Alternative approaches and models are equally acceptable:

    Names and functions of:
  • Components of performance management systems.
  • Performance contracts.
  • Personal performance plans.
  • Performance gaps.
  • Performance appraisals, reviews.

    Purpose of:
  • Reviewing a performance management system.
  • Applying a performance management system.
  • Setting key performance indicators.
  • Continuous performance improvement.
  • Recognising and rewarding performance.
  • Managing under-performance.
  • Identifying and removing barriers to performance.

    Attributes, descriptions, characteristics and properties:
  • Business strategies and plans.
  • Components of the performance management system.
  • Performance contracts.
  • Business, business unit, team and individual objectives.
  • Team and individual appraisals.
  • Objective, consistent, fair, comprehensive appraisal.
  • Effective communication, consultation, feedback.
  • Environment conducive to performance.
  • High employee morale.

    Processes and events:
  • The performance review process.
  • Consultation, ongoing communication and feedback on performance issues.
  • Continuous improvement in performance.
  • Collecting and analysing performance related information.
  • Setting key performance indicators.
  • Developing, implementing, monitoring, evaluating and adjusting action plans.
  • Implementing efficient work processes.
  • Measuring and evaluating team and individual performance.
  • Removing barriers to performance.
  • Countering under-performance.
  • Recognising and rewarding performance achievements.

    Causes and effects, implications of:
  • Not aligning performance with organisational strategy.
  • Inadequate communication on performance related issues.
  • Inconsistency in application of performance management system and measurement.
  • Factors impacting on performance.
  • Factors impacting on employee morale.
  • Inadequate consultation when setting key performance indicators.
  • Not addressing and managing under-performance.
  • Not recognising and rewarding achievements.

    Procedures and techniques:
  • Aligning performance with organisational strategy.
  • Methods of determining performance objectives.
  • Methods of performance management and appraisal.

    Sensory cues:
  • Related to the company environment.
  • Related to effective communication.
  • Related to performance and morale.

    Regulations, legislation, agreements, policies, standards:
  • The regulatory framework.
  • Industry standards.
  • Company policies and procedures.
  • Performance agreements.

    Theory: rules, principles, laws:
  • Human resource management principles.
  • Principles of effective communication.
  • Principles of effective performance.

    Relationships, systems:
  • The relationship between an effective performance management system, employee morale and the achievement of business objectives.
  • The process of reviewing the effectiveness of the performance management system, identifying, planning, implementing and monitoring improvements, and evaluating and adjusting the revised system. 
    		•

    UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Review the relevance and application of the performance management system across all business units, identify shortfalls and take corrective action. 
    		•

    UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Consult with all business units and employee levels in order to make decisions about performance indicators. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Work systematically to review and revise the performance management system for the motor retail business. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Obtain and analyse information on business and employee performance, compare with business objectives and achievements and identify shortfalls.
  • Collect and analyse information on the impact of the revised performance management system and evaluate its effectiveness. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Communicate effectively on issues related to performance.
  • Communicate deliverables, timelines and requirements for action plans. 
    		•

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use technology appropriately to collect and analyse information on employee performance.
  • Use technology appropriately to manage performance. 
    		•

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Explain the relationship between an effective performance management system, staff morale and the achievement of business objectives. 
    		•

    UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. 

    UNIT STANDARD NOTES 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Elective  59201   National Certificate: Generic Management  Level 5  Level TBA: Pre-2009 was L5  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  As per Learning Programmes recorded against this Qual 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    NONE 


    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.