BM7913: Performance Management

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Please note this module descriptor is indicative of the structure of this course and may be subject to change.

BM7913: Performance Management

Module Title Performance Management
Module Code BM7913
Module Tutor David Dawson
School Business School
CAT Points 15
Level of Study 7
Brief Description

The performance management module provides learners with the knowledge and understanding of the role of performance management in supporting the strategic objectives of the organisation in different business environments; how the performance of people can be enhanced and inspired by leadership and direction and how it contributes to high-performance work organisations.  The module 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 that are fair, ethical and improve people performance in modern organisations.  It will equip learners with the necessary skills and a critical understanding of the performance review process that combines challenge and support and places a focus on personal, team and organisational learning and accountability. Furthermore, it recognises the importance of communication skills in the performance review process and evaluates the need for employee involvement as well as transparent, ethical and justifiable rewards for performance. The module requires learners to reflect critically on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.

Indicative Syllabus
  1. The aim and role of performance management in supporting the strategic objectives of the organisation in different sectors and business environments; unlocking the ‘black box’: the link between corporate performance and employee performance, HR’s contribution to organisational performance; promoting a can-do culture that supports achievement and creating a climate that encourages high-performance work practices and commitment; models of high-performance work systems; approaches to performance management in multicultural and international contexts; underpinning competence and capability: the development and motivation of employees to bring about high-performance working.
  2. The process of performance planning, monitoring and review owned by all participants – managers, teams and individuals; the design and development of the performance management process; performance appraisal and performance management; creating a fair and ethical review process that manages diversity, prevents discrimination and promotes equal opportunity; performance management training programmes; the role and skills of line managers in measuring and assessing performance outcomes and the metrics involved,
  3. Leadership and management style and skills in handling performance review meetings. Promoting capability: high-performance working; encouraging and supporting continuous personal development to meet individual learning needs; preparing, agreeing and implementing personal development plans; the role of the team leader in coaching, counselling and mentoring. Promoting challenges: setting objectives, priorities and targets; the role of line managers in the continuous appraisal process; the value of 360-degree feedback. Recognising and rewarding talent: the use of non-financial rewards to improve performance; incentivising and paying for performance: contingent, competence and contribution schemes; performance management and discipline; arguments for and against performance management.
  4. The importance of employee involvement and high levels of ability in communication to gain commitment to performance goals; the ability to recognise achievement and progress and use collaborative communication to solve problems at individual, team and organisational levels; use of formal and informal methods of communicating achievement; relating behaviour to results and communicating potential; managing and communicating underachievement and the use of performance improvement plans; use of IT to administer and communicate performance management processes and learning.
  5.  The impact of high-performance working on organisational commitment, work–life balance and the management of diversity; performance management as a developmental process and as a basis for performance–pay decisions; the advantages and disadvantages of pay-for-performance systems; measuring and assessing people’s performance: problems and consequences; critically evaluating the performance management process: opportunities and limitations of the appraisal scheme, 360-degree feedback, coaching and mentoring; the impact of work and organisation on performance outcomes: job design, organisational design and organisational culture.
Learning Outcomes

On completion of this module, students will be able to:

 

  1. Systematically decide and communicate strategic performance aims, objectives, priorities and targets. (CIPD 7PFM1)
  2. Plan effective performance management policies and practices to improve organisational and employee performance. (CIPD 7PFM2)
  3. Devise and sustain arguments for using appropriate performance management techniques, rewards and sanctions to improve performance.  (CIPD 7PFM3 CIPD 7SBL7)
  4. Demonstrate the communication skills required when managing achievement and underachievement. (CIPD 7PFM4 CIPD 7SBL4)
  5. Critically evaluate the effectiveness of performance management. (CIPD 7PFM 5)
Learning and Teaching Activities Scheduled Contact Hours: 45
Independent Learning Hours: 105
Assessment (For further details see the Module Guide) 001: 45% Coursework: Individual, standard written: 2000 words
002: 33% Practical Exam: Display, Show or Performance: 12 minutes (1500 words equivalent)
003: 22% Coursework: Individual, standard written: 1000 words
Special Assessment Requirements
Indicative Resources The current reading list can be found in the Module Guide, which your lecturer should make available via Moodle.

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