SBMA7107 Managing Performance

MODULE CODE: TITLE: LEVEL: CREDITS:

SBMA7107 Managing Performance 7 20

1. MODULE INTRODUCTION/INFORMATION This Human Resource Management Pathway Module seeks to explore the Performance Management aspect of the HR Managers role in all its detail, depth and complexity: 1. Holistically as a strategy which relates to every activity of the organisation set in the context of its human resources policies, culture, style and communications systems, 2. As a process that contributes to the effective management of individuals and teams to achieve high levels of organisation performance, 3. As a system through which organisations set work goals, determine performance standards, assign and evaluate work, provide performance feedback, determine training and development needs and distribute rewards. The essential content covers: Performance Development Planning - the purpose and processes of Performance Appraisal and Performance Management. Performance Management - the drive towards competitive advantage and the place of HRM behavioural, performance and other outcomes. Performance and Development appraisal, feedback. goal setting, measurement,

Trust, Manageability and Control - Motivation, Rewards and Incentives. HR and Line Managers Business Improvement Flexibility and Quality. Strategy, Commitment,

International, Environmental, Ethical and Sustainability issues.

2. WEEKLY LECTURE SCHEDULE 1. Introduction Human Capital Management 2. Achieving added value through people. 3. Managing Performance the place of HRM

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SBMA7107 Managing Performance

4. The Objectives of Performance Management 5. The Performance Management Cycle 6. Relevant macro-economic, fiscal and market influences on organisational performance 7. Using strategic planning and control models to organisational performance factors and key

plan and monitor

8. Measuring Performance Organisational and Individual 9. Strategic performance measurement techniques - evaluating and improving organisational performance 10. Reviewing Performance 11. Assignment Case study group activity and feedback. 12. Assignment Proposal 13. Dealing with under-performance - HR and Line Managers. 14. Managing Reward the link with performance 15. Job Evaluation, Pay structures, Reward Packages 16. Rewarding Special Groups / Incentives 17. Contingent Pay Motivation and Performance 18. Managing and integrating Performance and Reward. 19. Evaluation: HR Management future role in both Performance and Reward Management. 20. The future of the HR Management in relation to employee and organisational performance Consolidation and Assignment Progress

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SBMA7107 Managing Performance

3. RECOMMENDED READING AND RESOURCES

3.1

Essential

1. Baron A and Armstrong M (2007) Human Capital Management Kogan Page 2. Armstrong M. (2012) Armstrongs Handbook of Human Resource Management Practice 12th Ed. Kogan Page. 3.2 Recommended

1. Lasserre P (2012) Global Strategic Management Palgrave. 2. Pettinger R (2010) Organisational Behaviour Performance Management in Practice Routledge. 3. Scullion H and Collings D G - Editors (2011) Global Talent Management Routledge 3.3 Background

1. Argyris, C. (1999) On Organisational Learning, London: Wiley Blackwell. 2. Armstrong, M. (2006) Strategies for Human Resource Management: A Total Business Approach, London: Kogan Page. 3. Beardwell, I. and Gold, J.,(2009) Human Resource Development, Basingstoke: Palgrave Macmillan. 4. Beardwell, I. and Holden, L. (2007) Human Resource Management: A Contemporary Approach, Harlow: FT Prentice Hall. 5. Bratton J and Gold J (2012) Human Resource Management Theory and Practice 5th Ed Palgrave. 6. Brown, A. (1998) Organisational Culture, Harlow: FT Prentice Hall, 7. Brown, D. (2001) Reward Strategies. CIPD 8. Burnes, B. (2004) Managing Change, Harlow: FT Prentice Hall, 9. Chivers, W. and Darling, P. (1999) 360 Degree Feedback and Organisational Culture CIPD 10. Crosby, P. (1995) Quality without Tears The Art of Hassle Free Management 11. Eckerson, W. (2005) Performance Dashboards: Measuring, Monitoring, and Managing Your Business John Wiley & Sons Inc 12. Fletcher, C. (1997) Appraisal: Routes to Improved performance. IPD 13. Fletcher C (2007) Appraisal, Feedback and Development 4th Ed Routledge. 14. Harrington, H. J.et al (1997) Business Process Improvement Workbook: Documentation, Analysis, Design and Management of Business Process Improvement McGraw-Hill Publishing Co. 15. Holbeche, L. Aligning Human Resources and Business Strategy, London: Butterworth Heinemann, 2001. 16. Harris, L., Watson, T. and Leopold, J. (2004) The Strategy of Managing Human Resources, FT Prentice Hall, 17

SBMA7107 Managing Performance

17. Maxey, J. et al. (2004) The Lean Six Sigma Pocket Toolbook. McGraw-Hill 18. Muselid, M., Becker, B. and Ulrich, D. (2001) The HR Score Card: Linking People Strategy and Performance. Boston: Harvard Business School Press. 19. Niven, P. R. (2003) Balanced Scorecard Step-by-step for Government and Nonprofit Agencies John Wiley & Sons Inc 20. Oakland, J. S. (2004) TQM: Text with Cases Leslie J. Porter Butterworth21. Publishing Co. 22. Redman, T. (2001) Performance Appraisal CHRM Financial Times. 23. Scullion H and Collings D G (2011) Global Talent Management Routledge. 24. Taylor S (2011) Contemporary Issues in HRM CIPD Online Resources. 25. Torrington, H., Hall, L. and Taylor, S. (2009) Fundamentals of Human Resource Management, Prentice Hall. 26. Taylor, S. (2002) People Resourcing, Chartered Institute of Personnel Development. 27. Travers, M. (2007) The New Bureaucracy, The Policy Press, Bristol 28. Tricker, Ray (2005) ISO 9001: 2000 for Small Businesses. Butterworth-Heinemann 29. White G. and Druker J (2009) Reward Management 2nd Ed. Routledge 30. .Whitmore, J. (2002) Coaching For Performance: Growing People, Performance and Purpose, London: Nicholas Brealey Publishing Ltd. 31. Wight, O. (2005) The Oliver Wight Class A Checklist for Business Excellence 6th Ed. Wiley.

3.4 . Journals and Web sites will also be recommended.

4. ASSESSMENT Assessment Component Coursework 100% - written essay or report Total word count 4000 words or equivalent Assignment You are required to assess the changing nature of performance management within a global context and to evaluate the current application and practice regarding resourcing and performance management strategies within a 18

SBMA7107 Managing Performance

chosen organisation. You should consider making recommendations for meeting the requirements of change. (The organisation chosen can be your workplace or another but must be agreed with your Lecturer / Supervisor of Studies). 5. ASSESSMENT CRITERIA

Assessment Criteria:

% of marks

Evidence of background reading, research, and use and application of academic theories, models etc. Depth and scope of discussion and critical analysis in relation to context and chosen organisation

20

30

Critical Explanation and Evaluation of the Performance Management and the HR role Validity of conclusions and recommendations

30 10

Sound presentation in required essay format

10

Module Aims To develop a critical and analytical understanding of the importance and nature of Performance Management. To develop a critical and analytical understanding of the Human Resource Managers role in developing, supporting and implementing the interconnected policies and practices designed to ensure continuous employee and organisation performance. Learning Outcomes Upon the successful completion of this module, the student should be able to demonstrate the ability to: 1. Identify and critically analyse the Human Resource Management role and contribution to managing and improving employee and organisational performance. 2. Critically appreciate the practices available to support, improve and achieve competitive advantage and high performance.

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SBMA7107 Managing Performance

Assignment: Assessment Criteria Assessment Criteria Assignment Learning Outcome(s) 1 and 2 % of Marks 100%

Assignment Marking Guide Guidance on grading criteria (how to earn a good mark) Evidence of sound background reading and research Clear evidence of understanding HRM and concepts used. Application to the set question Scholarship use of approved referencing Clear and logical structure /conclusions

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