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Course Name (English)
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PERFORMANCE MANAGEMENT
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| Course Code |
HRM544 |
| Course Description |
Performance management is concerned with reviewing, monitoring, and improving subordinates’ performances. It plays a crucial role in minimizing any gap in subordinates’ performance and ensuring organizational objectives, short and long term goals are met. The course also emphasizes the importance of other human resource activities to enhance individual and organizational performance. |
| Transferable Skills |
1) Resourceful and Responsible - Demonstrate ability to manage personal performance to meet expectation and demonstrate drive, determination and accountability.
2) Systematically Inquisitive - Demonstrate ability to investigate problems and provide effective solutions. |
| Teaching Methodologies |
Lectures, Inquiry-based Learning, Discussion, Presentation, Self-directed Learning |
| CLO |
| CLO1 |
Explain the importance and different approaches of performance management in organization (PLO2). |
| CLO2 |
Demonstrate information retrieval skills in identifying major issues in performance management (PLO9). |
| CLO3 |
Demonstrate teamwork in executing group project assignment (PLO8). |
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| Pre-Requisite Courses |
No course recommendations |
| Topics |
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1. Introduction to Performance Management
1.1) 1.1 Definition of performance management
1.2) 1.2 Performance management and performance appraisal
1.3) 1.3 Contribution of performance management system
1.4) 1.4 Dangers of poorly implemented performance management system
1.5) 1.5 Aims and role of performance management system
1.6) 1.6 Characteristics of an ideal performance management system
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2. Performance Management Process
2.1) 2.1 Components of performance management process
2.2) 2.2 Organizational and individual contributions to performance management
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3. Performance Management And Strategic Planning
3.1) 3.1 Purposes of strategic planning
3.2) 3.2 Process of linking PM to the strategic plan
3.3) 3.3 Building support
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4. Defining Performance and Choosing A Measurement Approach
4.1) 4.1 Defining performance
4.2) 4.2 Determinants of performance
4.3) 4.3 Performance dimensions
4.4) 4.4 Approaches to measuring performance
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5. Attributes And Competence Analysis
5.1) 5.1 Attributes and Competences
5.2) 5.2 Differentiation between attributes and competence
5.3) 5.3 Attribution analysis
5.4) 5.4 Competence analysis
5.5) 5.5 Developing behaviorally anchored rating scales
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6. Defining performance measures
6.1) 6.1 Measuring results
6.2) 6.2 Measuring behaviors
6.3) 6.3 Measuring traits
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7. Performance management documentation
7.1) 7.1 Gathering performance information
7.2) 7.2 Appraisal forms
7.3) 7.3 Characteristics of appraisal forms
7.4) 7.4 Appraisal period and number of meetings
7.5) 7.5 Source of performance information
7.6) 7.6 Model of rater motivation
7.7) 7.7 Preventing rating distortion
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8. Developing a performance management systems
8.1) 8.1 Implementing a performance management systems
8.2) 8.2 Preparation: communication, appeal process, training programs for raters and pilot testing
8.3) 8.3 Monitoring and evaluations
8.4) 8.4 Online implementation
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9. Performance and development plans
9.1) 9.1 Performance management and employee development
9.2) 9.2 Personal developmental plans
9.3) 9.3 Supervisor’s role
9.4) 9.4 360-degree feedback systems
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10. Managing performance throughout the year
10.1) 10.1 Performance management skills
10.2) 10.2 Coaching: principles of coaching, coaching styles, and process
10.3) 10.3 Performance review meetings: problems, issues, preparation, and implementation
10.4) 10.4 Managing under performers
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11. Performance management, reward, and legal issues
11.1) 11.1 Traditional and contingent pay plans
11.2) 11.2 Performance management and the law
11.3) 11.3 Legal principles affecting performance management
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12. Performance management for teams
12.1) 12.1 Managing Team Performance
12.2) 12.2 Definition and importance of teams
12.3) 12.3 Types and implications for performance management
12.4) 12.4 Purposes and challenges of team performance management
12.5) 12.5 Team performance in performance management system
12.6) 12.6 Rewarding team performance
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13. Group Project/ knowledge sharing
13.1) Knowledge Sharing
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| Assessment Breakdown | % |
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| Continuous Assessment | 60.00% |
| Final Assessment | 40.00% |
| Details of Continuous Assessment |
| Assessment Type |
Assessment Description |
% of Total Mark |
CLO |
| Assignment |
Group Interactive Project |
25% |
CLO2
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| Assignment |
Group Assignment and Presentation |
25% |
CLO3
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| Test |
Test |
10% |
CLO1
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| Reading List | | Recommended Text | - Herman Aguinis 2013, Performance Management, 3rd Ed., 10, Pearson Education Limited England [ISBN: 1-292-02407-0]
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| Reference Book Resources | - Scott Snell,George W. Bohlander 2013, Principles of Human Resource Management, 16th Ed., Thomson South-Western, Cengage Learning [ISBN: 0-324-59330-9]
- Gary Dessler 2013, Human Resource Management, 13th Ed., 18, Pearson Education Limited England [ISBN: 0-273-76602-3]
- Maimunah Aminuddin, Human Resource Management, 3rd Ed., Oxford University Press [ISBN: 9789834711924]
- Robert L. Mathis,John H. Jackson,Sean R. Valentine,Patricia Meglich 2016, Human Resource Management, 15th Ed., 16, Nelson Education [ISBN: 1305500709]
- Scott A. Snell,Shad Morris,George W. Bohlander 2016, Managing Human Resources, 17th Ed., 16, Nelson Education [ISBN: 1285866398]
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| Article/Paper List | This Course does not have any article/paper resources |
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| Other References | This Course does not have any other resources |
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