Remuneration and Performance Management
Your upfront cost: $0
- 31 Jul 2023
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- Identify the assumptions underpinning different concepts of remuneration and performance management, and critically analyse the theories on which they are based through written and oral form.
- Evaluate the strategic, psychological, ethical and social implications of remuneration and performance management theories through writing and discuss the approaches that spring from these.
- Solve practical problems that occur in designing pay and performance systems.
- • Performance and reward basics.
- • Strategic alignment and psychological engagement.
- • Managing for results.
- • Performance appraisal and reviewing employee performance.
- • Base pay and employee benefits.
- • Recognising and rewarding individual performance.
- • Collective STI plans.
- • Employee share ownership.
- • System review, change and development.
- • New horizons in performance and reward management.
No eligibility requirements
No additional requirements
In this subject you will examine contemporary remuneration and performance management practices from theoretical and applied perspectives. You will focus on debates about moves away from 'traditional' position-based pay towards performance-related remuneration. You are encouraged to consider the relationships between reward systems and employee participation and their impacts on organisational performance at individual and group levels. This subject is built on research as well as real-life examples to explore issues in pay, performance management, motivation, strategy, fairness and organisational effectiveness. The subject provides you with the critical and analytical tools to evaluate the merits of diverse performance and reward management systems in modern business organisations.
- Critical Analysis (equivalent to 1200 words). (30%)
- Individual Project (equivalent to 1500 words). (30%)
- Individual Report (equivalent to 1800 words). (40%)
Current study term: 30 Jul 23 to 27 Oct 23
Textbook information is pending.