Hambanathi Logistic Services Pty Ltd $($commonly known as Hambanathi$)$ is a transport and logistics company based in Mandeni, north of KwaZulu$-$Natal. The company was established about $20$ years ago as a small family business ran by two cousins. But, over the years, the company has grown to be a well$-$established company currently employing about $200$ employees from diverse background. In the recent past, the two Managing Directors and founders of the company; Mr Mike Nkosi and Mr Sizwe Mabona worked very hard to create a performance culture in the company. The company$$s mission, vision, values and goals were clearly defined and aligned with teams$$ and individuals$$ action plans. The company values its employees and encourages them to perform optimally to reach the set goals. All employees are kept motivated, engaged and committed to achieving these goals. They are encouraged to take initiative, excel in what they do$,$ come up with creative and innovative ways of doing their jobs and they get rewarded for performing beyond the normal call of duty. The organisational culture $$Above & Beyond$$ is well understood by everyone, and they all identify with this slogan which loosely translates to $$excelling in everything we do$.$ This culture is demonstrated through their best customer service, warmth and friendliness in handling all customer issues. Various units collaborate and cooperate to ensure that customers$$ issues are resolved swiftly. In essence, there is a great deal of synergy among all teams, everyone playing their part. The two managing directors have been in the forefront of encouraging and practising this culture. They believe that happy customers become ambassadors of an organisation. The managing directors have ensured that this culture is inculcated to all new appointees. During the selections, culture fitness of all candidates is assessed to ensure that the best culture$-$fit candidate is employed. During the first two days of joining the company, new appointees get introduced to the company culture; how it started, what it means and how one can live its principles daily.

Moreover, the managing directors have ensured that the company rewards and recognises the best performers especially those who demonstrate that they live the organisational culture. Accordingly, a performance management system was introduced about five years ago. Employees are given regular feedback through formal and informal performance reviews so that they can stay on top of the game. During formal reviews, robust one$-$on$-$one performance conversations take place. Thereafter, adequate sources and necessary support is made available by all line managers. Even though excellence is the name of the game, mistakes are seen as learning opportunities. Those who make mistakes are encouraged to take responsibility and are supported to implement corrective measures. Those who excel are rewarded for their hard work. Various rewards programmes are implemented including; performance bonuses, employee of the month award and promotional opportunities.

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HRM$3706|$ASSESSMENT $6|$ SEMESTER $1|2024$

Question $1$

$1\mathrm{.}1$ From the case study, identify any four $(4)$ core values that make up the organisational culture of Hambanathi Logistic Services. $(4)$

$1\mathrm{.}2$ With relevant extracts from the case study, explain whether Hambanathi Logistic Services has high performance culture or low performance culture. $(10)$

$1\mathrm{.}3$ Discuss at least two $(2)$ factors that contribute to the uniqueness of the culture of Hambanathi. Use relevant examples from the case study. $(10)$

$1\mathrm{.}4$ Identify at least three $(3)$ features of the culture of Hambanathi, use relevant examples from the case study to justify your answer.