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Module Specifications

Archived Version 2010 - 2011

Module Title	Employee Performance and Accounting
Module Code	HR565
School	DCUBS
Online Module Resources
Module Co-ordinator	Dr Brian Harney	Office Number	Q117
Level	5	Credit Rating	5
Pre-requisite	None
Co-requisite	None

Module Aims

To give students an understanding of how employee performance policies can be aligned with reward systems to enhance the strategies, structures and policies of the organisation.

This module will help students understand developments in pay. They will be able to read trends and to identify the catalysts for change, whether these are fical, social or legislatives. The ramifications or reward structure change will be studied. The evolving role of the line manager in relation to performance manager will be carefully considered. Students will be able to apply the principles of reward management to diverse settings. They will also be made aware of common mistake in management of performance and reward.

Learning Outcomes

At the end of the module, the student will be able to:

Understand the nature and context of performance management and the need to set clear aims, identify key principles and evaluate the impact of performance management.
Distinguish between performance management and traditional performance appraisal schemes.
Understand the role of reward strategies and policies in an organisation and their potential for supporting change.
Comprehend the principles underlying performance management,motivation, and satisfaction, and appreciate the role of non-financial rewards
Contribute to the identifications of an appropriate employee reward strategy from an analysis of an organisations corporate strategy, and take part in the preparation of reward plans.
Understand the link between individual, group and organisastion level performance.

Indicative Time Allowances
	Hours
Lectures	12
Tutorials
Laboratories
Seminars
Independent Learning Time	63

Total	75
Placements
Assignments

NOTE

Assume that a 5 credit module load represents approximately 75 hours' work, which includes all teaching, in-course assignments, laboratory work or other specialised training and an estimated private learning time associated with the module.

Indicative Syllabus

The performance management contribution
Performance management process and skills
Performance management and empoyee development
Performance management and employee reward
Employee reward processes and structures
Job evaluation
Pay dicrimination and equal pay
Contingent pay
Evaluating perfromance management and reward systems
Performance management and reward roles

Assessment
Continuous Assessment	100%	Examination Weight	0%

Indicative Reading List

Essential

Armstrong, M. and Brown, D. (2001) New Dimensions in Pay Management. London: CIPD.

Chartered Institue of Personnel and Development (2004) Reward Management 2004: A survey of policy and practice. London: CIPD

Williams, R. (2002) Managing Employee Performance. London: Thompson Learning.

Supplementary

Thorpe, R. and Homan, G. (2000) (eds) Strategic Reward Systems. London: Financial Times/Prentice Hall.

Many of the topics will be supported by allocated reading from the following journals: Human Resource Management,

Human Resource Management Review, Personnel Review and British Journal of industrail Relations.

Programme or List of Programmes

GDHRM

Grad Dip in Human Resource Management

MHRM

Masters in Human Resource Management

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