Employee Performance Management - CB6004

Location Term Level Credits (ECTS) Current Convenor 2019-20
Canterbury Autumn
View Timetable
6 15 (7.5)

Pre-requisites

CB5011 Human Resource Management

Restrictions

None

2019-20

Overview

This module focusses on performance management activities undertaken by both line managers and functional HR managers in organisations in a variety of contexts (such as private, public and voluntary sector) and geographical settings (domestic and international). The aim of the module is to analyse organisational processes and practices pertaining to the optimisation of employee performance and managing related aspects of the employment relationship. Underpinning theories/principles related to this module arise mainly from psychology and organisational behaviour origins, and will include critiques from a variety of appropriate perspectives such as ethical, unitarist, pluralist, and labour process perspectives. A key aspect of the module is to develop students' conceptual and practical skills in managing employee performance.

Details

This module appears in:


Contact hours

Lectures/seminars: 21 hours
Private study: 129 hours

Method of assessment

100% coursework:
Group presentation (20%)
Individual reflective report - 500 words (10%)
Individual essay - 3000 words (70%)

Indicative reading

Aguinis H (2008) Performance Management, 2nd Ed., New Jersey, USA: Prentice Hall,
Armstrong, M & Baron, A. (2005) Managing Performance: Performance Management in Action, London: CIPD
Bach, S (ed.) (2005), Managing Human Resources, 4th Ed., Oxford: Blackwell
Houldsworth, E & Dilum, J (2007), Managing and Measuring Employee Performance, London: Kogan Page
Leopold, J & Harris, L (2009). The Strategic Managing of Human Resources, London: Pearson
Perkins, S. J., White, G., & Jones, S. (2016). Reward Management: Alternatives, Consequences and Context. 3rd Edn. London: CIPD.
Shields, J., et al. (2015). Managing Employee Performance and Reward: Concepts, Practices, Strategies. 2nd Edn. Cambridge: Cambridge University Press.
Taylor, S (2008), People Resourcing, 4th Ed, London: CIPD
Thorpe, R and Holloway, J.U. (eds), (2008), Performance Management: Multi-disciplinary Perspectives, New York: Palgrave MacMillan
Varma, A et al, (2008), Performance Management Systems: A Global Perspective, Abingdon: Routledge
Watkins, R and Leigh, D (2010), Handbook of improving Performance in the Workplace, Volumes 1-3, San Francisco: John Wiley & Sons

Learning outcomes

The intended subject specific learning outcomes.
On successfully completing the module students will be able to:
1 evaluate frameworks and models relevant to performance management
2 critique performance management processes
3 critically analyse a range of approaches to obtain effective employee and organisational performance
4 analyse strategies for managing problems of employee under-performance

The intended generic learning outcomes.
On successfully completing the module students will be able to:
1 demonstrate confidence in identifying and defining complex problems
2 engage effectively in both oral and written communication activities
3 effectively work independently and within groups
4 select and manage information using appropriate research skills
5 demonstrate critical thinking through reflection

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