Postgraduate Course: Performance Management (CMSE11183)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 15 |
ECTS Credits | 7.5 |
| Summary | This course examines the design of performance management systems that aim to transform organisational objectives and performance outcomes and identifies the knowledge and skills needed for effective performance review processes. |
| Course description |
Performance management is concerned with identifying, measuring and developing the performance of individuals and teams and aligning their performance with the strategic objectives of the organisations. Implementing performance management systems is related with many advantages in the organizations, such as increased employee motivation, competences and self-esteem, clearly defined job descriptions and goals, identification of underperformers, enhanced employee engagement and commitment, among others.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
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| Academic year 2015/16, Available to all students (SV1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| 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 )
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| Assessment (Further Info) |
Written Exam
50 %,
Coursework
50 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
The course is assessed in two ways:
- A group coursework, comprising 50% of marks
- A take-home examination, comprising 50% of marks
Group Coursework
The coursework will be carried out in groups of 3-5 students. Each group will have to design a performance management system for the organization of their choice (the organization can be invented) focusing on one particular post. Each group will have to present their work in the last class session (in no more than 10 minutes) and hand in the written report, which must be no longer than 2,500 words (excluding appendices, references, tables and figures). The presentation slides should be included in the appendix. You should include full references to the reading that supports the points and arguments you make. The Harvard system of referencing is preferred. The report should be based around the following points:
1. Description of the organization, its mission, vision and strategic goals.
2. Job description (including knowledge, skills, and abilities - KSAs) for the selected post. This should be aligned with the strategic plan of the organisation.
3. Outline of specific accountabilities, objectives and standards for this post and competences needed to achieve them.
4. Performance assessment (i.e., the appraisal form), including information on who is going to assess the performance and what training will be involved to increase the accuracy of this assessment.
5. Assessment review (a note on how the review will be done following the assessment).
6. Evaluation of the effectiveness of the performance management system (what indicators will be used).
7. Elaboration of potential costs of implementing the system in practice.
A separate checklist will be provided in week 3 to guide your work on this project and clarify further what is expected in your reports.
The mark for the assignment will be based on:
- Clarity of structure: there is a clear flow between the sections of the report
- Content and argument: the ideas are well justified and grounded and are feasible in practice
- Clarity of writing style and presentation in both the written report and in-class presentation
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| Feedback |
Weeks 1-10 In class feedback on class exercises and case study discussions
By April 13 2016 Written feedback on group coursework
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| Exam Information |
| Exam Diet |
Paper Name |
Hours & Minutes |
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| Main Exam Diet S2 (April/May) | Performance Management (CMSE11183 | 2:00 | |
Learning Outcomes
On completion of this course, the student will be able to:
- To explain the concept of performance management and different advantages of implementing well-designed performance management systems.
- To explain and understand that performance management is an on-going process composed of several sub-processes, such as performance planning, execution, assessment, and review.
- To understand different approaches to performance measurement.
- To design a performance management system.
- To understand and develop key skills involved in effective performance management.
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Reading List
The main text for this course is:
Aguinis, H. (2013). Performance management, 3rd ed. Harlow: Pearson.
Recommended texts:
Armstrong, M., & Baron, A. (2005). Managing performance: Performance management in action. London: Chartered Institute of Personnel and Development.
Hutchinson, S. (2013). Performance management. London: Chartered Institute of Personnel and Development.
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Additional Information
| Graduate Attributes and Skills |
Knowledge and Understanding:
After completing this course, students should have gained:
- A secure knowledge and understanding of the concepts, techniques and practices of effective performance management.
- An insight into the practical issues in designing and delivering effective performance management of individuals, teams and organisations.
Cognitive Skills:
After completing this course, students should be able to:
- Understand and appreciate the importance of implementing well-designed performance management systems.
- Understand how performance management feeds into other core HR functions.
- Recognise deficiencies in the existing systems and suggest how these can be improved.
Subject Specific Skills:
After completing this course, students should be able to:
- Plan effective performance management policies and practices to improve individual, group and organisational performance.
- Devise and sustain arguments for using appropriate performance management techniques, rewards and sanctions to improve performance.
- Demonstrate the communication skills required when managing achievement and underachievement.
- Systematically decide and communicate strategic performance aims, objectives, priorities and targets.
- Design efficient performance management system
- Critically evaluate the effectiveness of performance management.
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| Keywords | HRM-PM |
Contacts
| Course organiser | Prof Susan Murphy
Tel: (01316)51 5548
Email: Susan.Murphy@ed.ac.uk |
Course secretary | Mr Peter Newcombe
Tel: (0131 6)51 3013
Email: Peter.Newcombe@ed.ac.uk |
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