Postgraduate Course: Reward Management (CMSE11175)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Not available to visiting students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 15 |
| Home subject area | Common Courses (Management School) |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| Course description | This course examines total rewards in an organisational and international context and provides students with the knowledge and understanding of environments in which professionals plan, implement and evaluate employee reward policies to support strategic organisational goals.
Students will acquire both theoretical and normative understanding of the diverse approaches to reward management and be able to critically reflect on the strengths and limitations of these approaches in promoting individual and organisational performance in a fair, reasonable and equitable way.
Students will examine the foundations for pay and benefits management in modern organisations in the private, public and third sectors and how these traditions can be integrated into appropriate strategic designs that provide considerations of relative value and worth, individual and collective contribution and labour markets.
Students will be able to comprehend the relationship between traditional, contingent and developmental choices of rewards, the use of diagnostic and evaluative skills in designing flexible approaches to reward and the challenges of international and executive pay arrangements.
Critical reflection on theory and practice from an ethical and professional standpoint is required. |
Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
|
Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only, or by special permission of the School. Please contact the course secretary. |
| Additional Costs | None |
Course Delivery Information
|
| Delivery period: 2013/14 Semester 1, Not available to visiting students (SS1)
|
Learn enabled: Yes |
Quota: None |
|
Web Timetable |
Web Timetable |
| Course Start Date |
16/09/2013 |
| Breakdown of Learning and Teaching activities (Further Info) |
Total Hours:
150
(
Lecture Hours 20,
Summative Assessment Hours 2,
Programme Level Learning and Teaching Hours 3,
Directed Learning and Independent Learning Hours
125 )
|
| Additional Notes |
|
| Breakdown of Assessment Methods (Further Info) |
Written Exam
70 %,
Coursework
30 %,
Practical Exam
0 %
|
| Exam Information |
| Exam Diet |
Paper Name |
Hours & Minutes |
|
| Main Exam Diet S1 (December) | | 2:00 | |
Learning Outcomes
On completion of this course, the student will be able to:
1. Knowledge and understanding
Students will gain:
A secure knowledge of the conceptual apparatus and theoretical debates informing reward management.
An understanding of the key determinants of changes in remuneration practices over the past two decades.
An understanding of the rationale embraced in the term "Reward Management" or "New Pay".
2. Intellectual skills
On completion of the course, students should be able to:
Analyse the relationship between the environment, strategy and systems of reward management.
Critically discuss traditional, contingent and knowledge bases for transactional and relational rewards.
Appreciate the importance of appropriate policies in areas outwith the field of remuneration as means of enhancing performance.
Critically evaluate key issues in reward management.
Identify the ideological premises or theoretical assumptions underlying current reward and performance initiatives.
3. Professional/subject specific/practical skills
On completion of the course students should be able to:
Design internally consistent reward structures that recognise labour market and equity constraints.
Analyse executive and expatriate rewards in an international context.
Discuss critically the efficacy of current managerial strategies in the areas of pay and performance.
Appreciate the complexities and limitations of seeking to enhance performance via reward systems.
Explain the divergence between policy and practice with respect to reward and performance management.
Appreciate that managerial goals pursued through reward and performance initiatives need not always correspond to the formal rationality of such initiatives.
Discuss the issues among peers, both communicating their own ideas and critically assessing those of others.
Present a critical and well-structured account of the topics covered in an examination setting.
4. Transferable skills
On completion of the course students should:
Be able to competently communicate and exchange ideas in both large and small group settings.
Be able to critically evaluate evidence and present a balanced argument.
Be able to plan, organise and prioritise work effectively. |
Assessment Information
Course paper (30%)
Examination (70%) |
Special Arrangements
| None |
Additional Information
| Academic description |
Not entered |
| Syllabus |
Not entered |
| Transferable skills |
Not entered |
| Reading list |
Not entered |
| Study Abroad |
Not entered |
| Study Pattern |
Not entered |
| Keywords | HRM-RM |
Contacts
| Course organiser | Prof Brian Main
Tel: (0131 6)50 8360
Email: Brian.Main@ed.ac.uk |
Course secretary | Miss Rachel Allan
Tel: (0131 6)51 3757
Email: Rachel.Allan@ed.ac.uk |
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