21760 Performance Management

Subject level: Postgraduate

Handbook description

This subject examines the role and nature of performance management systems in contemporary organisations. The needs and expectations of both organisations and individuals are explored and the sources of performance difficulties identified. The business requirement to align individual and organisational goals is examined and the implications for each stage of the human resource management process is analysed. Approaches to performance management and enhancement are examined and critically evaluated. The subject examines the roles of HRM specialists, line managers and individual employees/contractors in identifying essential job functions and relating them to the organisation's goals, developing appropriate performance standards, providing needed feedback about performance, developing and enhancing performance as well as dealing with performance problems.

Subject objectives/outcomes

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

1. understand the role and nature of performance management systems in contemporary organisations
2. identify the needs and expectations of both organisations and individuals regarding performance evaluation in a work setting
3. align individual and organisational goals
4. describe and compare different methods and approaches to performance management and enhancement
5. develop appropriate performance standards
6. provide needed feedback concerning individual performance
7. develop and enhance work performance
8. deal effectively with performance problems.

Contribution to graduate profile

This subject is designed primarily to assist students understand the concepts of managing employment conditions and thereby contributes to the development of needed management skills particularly with regard to the managing of people in an employment context.

Teaching and learning strategies

The subject will be taught using lectures/seminars, which will be supplemented with printed learning materials and resources.

Content

• The role and nature of performance management systems in contemporary organisations
• Needs and expectations of both organisations and individuals in a work setting
• Sources of performance difficulties
• Key elements to aligning individual and organisational goals at the point of recruitment and through remuneration/rewards/sanctions
• How individuals and organisations express satisfaction and/or dissatisfaction in their relationship and implications for effective performance management
• Methods and approaches to performance management and enhancement
• The roles of HRM specialists, line managers and individual employees/contractors in performance management systems
• Identifying essential job functions and relating them to the organisation's goals
• Developing appropriate performance standards
• Providing needed feedback about performance
• Developing and enhancing performance
• Dealing with performance problems: implications of legal and other requirements

Assessment

Assessment item 1: Case Study (Group)

Assessment item 2: Performance Management Plan (Individual)

Assessment item 3: Examination

Required text(s)

Aguinis, H, 2007, Performance Management, Upper Saddle River, New Jersey: Pearson Education.

Indicative references

De Waal, Andre (2007) Strategic Performance Management: A Managerial and Behavioural Approach, New York: Palgrave Macmillan.

Fenwick, M. and De Cieri. H. (2001) Performance Management : Linking Strategy And Human Resources, Caulfield East, Vic. : Monash University, Faculty of Business and Economics, Department of Management.

Fisher, C. D., Schoenfeldt, C. F. & Shaw, J. B. (1997) 'Performance appraisal', Human Resource Management, 3rd edn, Houghton Mifflin, Boston, pp. 449-502.

Holman, D. et al (2003) (ed) The New Workplace: A Guide To The Human Impact Of Modern Working Practices, Chichester ; Hoboken, N.J. : Wiley.

Howard, D. (2008) Performance Management Revolution: Business Results Through Insight and Action, Hoboken: John Wiley.

Johnsen, A. (2005) 'What Does 25 Years of Experience Tell US About the Sate of Performance Measurement in Public Policy and Management', Public Money & Management, Vol, 25, Issue 1, pp 9-17.

Kaplan, R.S. and Norton, D.P. 1992, 'The Balanced Scorecard – Measures that Drive Performance', Harvard Business Review, Vol. 70, Issue 1, pp 71-79.

Nelson, P. (2002) 'Is the Balanced Scorecard HR's Ticket to the Board?', Personnel Today, Mar, p 11.

Paauwe, J. & Boselie, P. 2005, 'HRM and Performance: what next?' Human Resource Management Journal, Vol. 15, No. 4, pp 68-83.

Ward, A. (2005) 'Implementing the Balanced Scorecard at Lloyds TSB', Strategic HR Review, Mar/Apr, Vol. 4, Issue 3, pp 16-19.