Faculty of Business: Management
Credit points: 6 cp

Subject level: Undergraduate

Result Type: Grade and marks

Requisite(s): 21555 Human Resource Management
These requisites may not apply to students in certain courses.
There are also course requisites for this subject. See access conditions.

Handbook description

This subject introduces students to the theory and practices utilised to manage the performance of employees in profit and not-for-profit organisations. It establishes the nature and function of the various components of a strategic performance management system and practices (such as 360 performance, pay-for-performance, etc.). It also exposes students to performance management skills and considers the future direction of strategic performance management.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. Demonstrate theoretical foundations of performance management.
2. Explain the application of performance management in high performance organisations.
3. Distinguish between performance management and performance appraisal.
4. Explain the relationships between performance management and various HRM sub-functions.
5. Demonstrate skills in applying a range of performance management techniques in the organisational context.

Contribution to graduate profile

This unit contributes to the Bachelor of Business by examining the theoretical and practical foundation of performance management and its impact on high performing organisations. It incorporates a strategic approach to performance management integrating performance management within the strategic management literature (especially in relation to the performance of core and peripheral workers). The subject aims to provide an introduction to the theory and practice of performance management in the context of the relevant legislation, and the application of skills and competencies required in establishing an effective performance management function. This subject provides students with a real opportunity to be proactive and innovative in using performance management to contribute to bottom-line results. It will also incorporate compensation management as part of the overall approach to strategic performance management.

Teaching and learning strategies

The subject will comprise of 1 x 180-minute lecture/seminar on a weekly basis. The lecture will generally involve presentation of theoretical material. Students will also acquire practical skills in performance management practices. The subject requires students to work in small groups on a semester long project in the form of a group report. Other teaching strategies include group presentation, case study analysis, and role plays. Students will be expected to have read any prescribed reading articles (including the relevant text chapter) prior to class sessions and engage in necessary group discussions.

Content

• Performance management and the high performance/involvement work systems
• Approaches to measuring employee performance and its link to firm performance
• Performance planning and review
• Performance management of core and peripheral workforce (including contingent workers)
• Processes and skills in performance management
• Using compensation management to manage employee performance

Assessment

Mid-semester Examination (Individual)	20%
Addresses objectives 1-5.
Research Report (Group)	30%
Students work in groups of five to complete a research report which critically analyzes the impact of performance management on organisational and employee performance. Addresses objectives 1-4.
Final Examination (Individual)	50%
The examination will comprise of a compulsory case study analysis and a selection of short essay questions. Addresses objectives 1-5.

Examinations will be conducted under University Examination conditions, and hence thoroughly address secure assessment concerns. The workbook case organization is created by the lecturer every semester. The questions asked in the modules also reflect strategic and operational issues in performance management. A peer assessment of individual contributions is also used to minimize social loafing and it satisfies the practical skills required in managing performance at the individual-level.

Recommended text(s)

Aguinis, H. (2007). Performance Management, Prentice Hall, New York.

In addition, a book of readings and case studies will be compiled to include articles and case material from Harvard Business Review and the Academy of Management Executive Journal.

Indicative references

Barrette, J. and Ouellette, R. (2000). Performance management: Impact of the integration of strategy and coherence of HRM systems on organizational performance, Industrial Relations, 55: 207-226.

den Hartog, D.N., Boselie, P., and Paauwe, J. (2004). Performance management: A model and research agenda, Applied Psychology, 53: 556-569.

Kirby, J. (2005). Toward a theory of high performance. Harvard Business Review, 83(7/8): 30-39.

Lester, S.W., Turnley, W.H., Bloodgood, J.M., and Bolino, M.C. (2002). Not seeing eye to eye: differences in supervisor and subordinate perceptions of and attributions for psychological contract breach, Journal of Organizational Behavior, 23: 39-56.

Levinson, H. (2003). Management by whose objectives? Harvard Business Review, 81(1): 107-116.

Molleman E, and Timmerman, H. (2003). Performance management when innovation and learning become critical performance indicators, Personnel Review, 32: 93-113.

Shields, J. (2006). Performance and Rewards Management: An Introduction to the Theory and Practice of Strategic Remuneration Management, Cambridge University Press, Cambridge.