Performance management may be described as a strategic and integrated approach to delivering sustained success to organisations, by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors
Performance management, entailing the assessment and development of people at work, has emerged as one of the most important features of today’s effective organisations. In an increasingly competitive work environment, organisations need to get the best out of their human resources if they are to survive and prosper. The failure of so many employments to do just that raises serious and sensitive questions about general management competence and the absence, or faulty operation, of performance management and appraisal systems. Accordingly the student cohort should be made fully aware of the practice, potential, pitfalls and prescriptions in respect of performance management and appraisal.
- The aims and role of performance management.
- The integration of performance management into other H.R. activities, incl. employee resourcing, employee development, employee reward, employee relations and quality management and continuous improvement initiatives.
- Performance management and performance appraisal: practice and prescription.
- Practical skills associated with giving and receiving feedback for maximum effect (incl. performance-related pay feedback scenarios).
- Handling poor performance – the management of underperformance.
- Effective appraisal interviews/performance reviews/personal development interactions.
- How to design, communicate, evaluate and revise a performance management system.
- Employee development and training initiatives associated with the successful launch and ongoing development of the performance management system.
- An evaluation of the scheme options (e.g. objective setting, competence-based appraisal, 360 degree feedback, rating,).
- Ownership of performance management – the role of managers, individual employees, teams and H.R. practitioners
- Characteristics of effective Performance Management/Appraisal.
- Components of reward (financial and non financial), development, aims and influences.
- Links between reward and motivation; motivation theories – Maslow, McGregor, Herzberg, three Needs Theory, Expectancy Theory; integration and implications of motivation theories.
- Job values and relativities; job analysis, role analysis, skills and competence analysis
- Job Evaluation process and methods: ranking, paired comparisons, job classification, factor comparison, points-factor rating schemes. Use of computerised JE systems.
- Development and design of pay structures – grades, broad bands, job ranges, job families, pay curves, pay spines. Pay methods for manual workers. Modification to existing pay structures.
- Market rate surveys and comparisons; sources of data.
- Fitting jobs to a pay-structure particularly under company rationalisation.
- Integration and harmonisation of pay structures, management of change and company restructuring.
- Performance management process and its relation to reward – the performance agreement, performance rating, arguments for and against.
- Types of pay-for-performance schemes – incentive and bonus schemes, ESOPs, gain-sharing, profit sharing, skill and competence-based pay, team reward; arguments for and against.
- Performance pay schemes for manual, staff, senior management and executives.
- Reward systems for executive and senior management.
- Flexible benefit schemes; the ‘cafeteria’ concept.
- Implementing reward management policies and processes. Role of HR manager and the line manager.
- National/international legislation relating to pay discrimination and equal pay.
- The new reward agenda – practice in a range of business companies
This module will be addressed via a combination of teaching methods. These will include lectures, videos, case studies, role plays, student contributions and group discussions. Such a variety of approaches shall enable the students to apply the learned theory in a practical manner, in a controlled, low risk environment.
A variety of methods will be drawn upon, including discursive class-based lectures, case studies and project work, to develop critical reflection, critical thinking, critical analytical and critical conceptual skills. This variety of approaches shall enable students to apply or test the learned theory in a practical manner, in a controlled, low risk environment. It is obligatory that students come to class prepared to participate in the proceedings, having familiarised themselves with relevant course materials and contemporary issues. A number of specialist guest lecturers may be used at appropriate points on the programme, to further enhance the practically oriented focus of the module.
| Module Content & Assessment | |
|---|---|
| Assessment Breakdown | % |
| Formal Examination | 50 |
| Other Assessment(s) | 50 |