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DRPS : Course Catalogue : Business School : Common Courses (Management School)

Postgraduate Course: Reward Management (CMSE11175)

Course Outline
SchoolBusiness School CollegeCollege of Arts, Humanities and Social Sciences
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) AvailabilityNot available to visiting students
SCQF Credits15 ECTS Credits7.5
SummaryThis course prepares you for all aspects of the human resources area that deal with reward - sometimes termed "pay and benefits" or "benefits and compensation" but, as we shall see, the area goes more widely than these simple titles suggest. It is a vital aspect of any HRM professionals work and at least sometime in you HRM career you can expect these issues to consume a large part of your daily activity.
Course description Aims, Nature, Context

The course aims are to provide a survey of current understanding in the field of Reward Management. This to embrace both our theoretical understanding and practical application. The course will comprise a series of 10 teaching and learning sessions during which students will be encouraged to interact. There is a series of exercises accompanying the teaching and learning sessions. In addition, students are encouraged to undertake the multiple choice quiz which accompanies each session. These will help consolidate learning and understanding. The prior week's quiz is the subject of discussion at the beginning of each new session.


Introducing Employee Reward Systems; Conceptual and Theoretical Frameworks

The Legal, Employment Relations and Market Context

Base Pay Structures and Relationships; Pay Setting, Composition and Progression

Variable Pay Schemes

Benefits and Pensions

Non-Financial Reward and Total Reward

Rewarding Directors and Executives

International Reward Management

Employee Reward within HRM

The course objectives are:

To acquaint you with the various aspects of HRM that relates to reward

To provide a working understanding of each dimension of reward that must be dealt with

To leave students with a working knowledge and a confidence to tackle these various areas.

Student Learning Experience

Students will in addition to the material covered in lecture, have the opportunity to pursue a reward-related research topic on their own.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites Students MUST also take:
Prohibited Combinations Other requirements For MSc Human Resource Management and MSc International Human Resource Management students only.
Course Delivery Information
Academic year 2020/21, Not available to visiting students (SS1) Quota:  None
Course Start Semester 1
Timetable Timetable
Learning and Teaching activities (Further Info) Total Hours: 150 ( Lecture Hours 20, Seminar/Tutorial Hours 5, Summative Assessment Hours 2, Programme Level Learning and Teaching Hours 3, Directed Learning and Independent Learning Hours 120 )
Additional Information (Learning and Teaching) 70hrs advance of lectures, 40hrs on research/writing assignment, 10hrs final assessment
Assessment (Further Info) Written Exam 0 %, Coursework 100 %, Practical Exam 0 %
Additional Information (Assessment) Coursework (groupwork) 40%
Pay Report - details given in lecture outline and specific handout; assesses learning outcomes L01, L02, L03, L04, and L05.

Individual final assessment - open book exam format 60% - assesses learning outcomes L01, L02, L03, L04, and L05.
Feedback Provision of formative feedback

All students will be given at least one formative feedback or feedforward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course. Such feedback may be at course or programme level, but must include input of relevance to each course in the latter case.

Feedback deadlines

Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.

Students will gain feedback on their understanding of the material when they discuss their answers to the tutorial questions in the tutorials. Students may also ask questions in Lectures to assess their knowledge.

Feedback Format

Weeks 1-9: weekly Multiple Choice Quizzes on each week's material

Weeks 2, 3, 4, 7 and 8: feedback on in-class Reward Management exercises

Week 11 Feedback on Pay Report
No Exam Information
Learning Outcomes
On completion of this course, the student will be able to:
  1. A secure knowledge of the conceptual apparatus and theoretical debates informing reward management.
  2. An understanding of the key determinants of changes in remuneration practices over the past two decades.
  3. An understanding of the rationale embraced in the terms "Reward Management" and "The New Pay - a strategic approach".
Reading List
Stephen J Perkins and Sarah Jones (2020) ¿Reward Management: Alternatives, Consequences and Contexts¿, CIPD - Kogan (Paperback) ISBN-10: 1789661773; ISBN-13: 978-1789661774. (4th edition, 2020).
Additional Information
Graduate Attributes and Skills Cognitive Skills:

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 out with 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.

Subject Specific Skills:

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

Transferable Skills

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.
Course organiserProf Brian Main
Tel: (0131 6)50 8360
Course secretaryMiss Lauren Millson
Tel: (0131 6)51 3013
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