Managing Performance and Rewards

• • Instrumentalism vs Scholarship: Building an ER lens for the study of management of performance and rewards
  • The fundamentals of performance management
  • Performance as behaviour: Insights from the field of Organisational Behaviour
  • Strategic alignment and performance at the organisational level
  • Critical decisions in performance measurement: Results, Behaviours or Competencies?
  • Designing instruments for performance measurement
  • Developing performance through feedback and review
  • Of carrots and sticks: The fundamentals of reward management
  • Critical decisions in reward management: paying the job, the person or the collective
  • The key steps in implementing a performance and reward system
  • External influences on the management of performance and rewards
  • Managing performance and rewards in a-typical contexts

In order to enrol in this subject, you must be accepted into one of the following degrees:

Core

• GRF-HRM-GCE-2020

Elective

• GRF-EMP-MAS-2020
• GRF-EMP-MAS-2020
• OUA-PSU-GCE-2020
• UNE-PRO-GCE-2020

Special requirements

No special requirements

This subject was previously known as IRL150.

This subject covers two important and challenging facets of managing people: performance and rewards management. The subject critically examines current theory and practice in each field, analyses the myriad performance and reward issues that confront today's managers and ER/HRM professionals and addresses practical solutions to those issues.

The subject draws on a wide range of up-to-date research evidence drawn from a number of academic disciplines - from organisational psychology and strategic management to critical management studies. The subject takes a pluralist, multi-stakeholder perspective to the tasks of managing performance and rewards both strategically and fairly.

• Article Discussion (20%)
• Case Study - Part A (40%)
• Case Study - Part B (40%)