Registry
Module Specifications
Archived Version 2011 - 2012
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Description The purpose of this module is to provide 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 to understand the spectrum of reward techniques available to organisations and the linkages between reward and strategic objectives. Students will explore the role of external advice in shaping reward policy, the evolving role of line managers in enacting policy while critically examining assumptions underpinning interventions. The module will be delivered through a series of lectures involving organisational case studies, debates and online examples. | |||||||||||||||||||||||||||||||||||||
Learning Outcomes 1. Explain the key reward strategies available to organizations 2. Discuss how reward can facilitate organisations in achieving their key objectives 3. Critically evaluate the assumptions underpinning reward interventions 4. Assess the merits and limitations of various reward techniques 5. Apply key concepts to analyse case study evidence | |||||||||||||||||||||||||||||||||||||
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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Indicative Content and
Learning Activities IntroductionOverview of the role of employee performance in success. The alignment of performance to organisational strategyModels and AssumptionsReview of the key frameworks used to manage employee reward including a critical review of their underlying assumptionsTools and TechniquesExamination of key structures and processes that organisations can put in place to manage performance including job analysis, job grading and mechanisms for performance appraisal (from individual to 360 degree feedback)Employee Performance in PracticeApplication of key concepts to review the approaches taken by various organisations. This will involve case analysis and real-time scenarios, with a particular focus on the banking sector. | |||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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Other Resources None | |||||||||||||||||||||||||||||||||||||
Programme or List of Programmes |
GDHRM | Grad Dip in Human Resource Management |
MHRM | MSc in Human Resource Management |
PBSSAO | PG Study Abroad(Business School) |
- See the module specification for HR565 in 2003 - 2004
- See the module specification for HR565 in 2004 - 2005
- See the module specification for HR565 in 2005 - 2006
- See the module specification for HR565 in 2006 - 2007
- See the module specification for HR565 in 2007 - 2008
- See the module specification for HR565 in 2008 - 2009
- See the module specification for HR565 in 2009 - 2010
- See the module specification for HR565 in 2010 - 2011
- See the module specification for HR565 in 2011 - 2012
- See the module specification for HR565 in 2012 - 2013
- See the module specification for HR565 in 2013 - 2014
- See the module specification for HR565 in 2014 - 2015
- See the module specification for HR565 in 2015 - 2016
- See the module specification for HR565 in 2016 - 2017
- See the module specification for HR565 in 2017 - 2018
- See the module specification for HR565 in 2018 - 2019
- See the module specification for HR565 in 2019 - 2020
- See the module specification for HR565 in 2020 - 2021
- See the module specification for HR565 in 2021 - 2022
- See the module specification for HR565 in 2022 - 2023
- See the module specification for HR565 in 2023 - 2024
- See the module specification for the current year