Subject details

  • Topics
    • Compensation in a market economy
    • Basic reward concepts
    • Compensation and motivation
    • Paying the job - job analysis
    • Paying the job - job evaluation
    • Paying the person
    • Merit-based rewards
    • Results-based rewards
    • Developing a compensation policy within organisational strategy
    • Getting the mix right
    • External considerations and the social context
    • Special groups
  • Study resources
    • Instructional Methods
      • Audio/Video conferencing
      • Chat Rooms
      • Disscusion forum/Discussion Board
      • Online assignment submission
      • Podcasting/Leacture capture
      • Standard Media
      • Web links

At the completion of this subject students will be able to:

  1. demonstrate the ability to analyse jobs and construct classification structures using job families
  2. demonstrate an understanding of of skills and capabilities
  3. distinguish between merit-based pay and performance-based pay
  4. understand the key concepts underlying performance management
  5. demonstrate the ability to construct remuneration structures based on worker skills and capabilities
  6. understand the links between organisational strategy and compensation practices
  7. understand the social context of compensation practices.
  • Assignment 1 - Case Study (40%)
  • Assignment 2 - Case Study 2 (40%)
  • Assignment 3 - Case Study 3 (20%)

Textbooks are subject to change within the academic year. Students are advised to purchase their books no earlier than one to two months before the start of a subject

No eligibility requirements

Special requirements

No special requirements

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.

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