21036 Managing Strategic Performance

Subject level: Undergraduate

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 one 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

Assessment item 1: Mid-semester Examination (Individual)

Assessment item 2: Research Report (Group)

Assessment item 3: Final Examination (Individual)

Required text(s)

Aguinis, H, 2007, Performance Management, Prentice Hall, New York

Faculty of Business, 2006, Guide to Writing Assignments, Faculty of Business, University of Technology, Sydney

In addition, a list of additional readings will be compiled to include articles from academic journals.

Recommended text(s)

Armstrong, M and Baron, A, 2005, Managing Performance: Performance Management in Action, CIPD, London

Purcell, J, Kinnie, N, Hutchinson, S, Rayton, B and Swart, J, 2003, Understanding the people and performance link: Unlocking the black box, CIPD, London.