MGT3003 Human Resource Performance Management
|Semester 3, 2013 External Toowoomba|
|Faculty or Section :||Faculty of Business and Law|
|School or Department :||School of Management and Marketing|
|Version produced :||21 July 2014|
Examiner: Gerard Betros
Moderator: Jess Co
To satisfactorily complete and lodge course assessments (other than the examination), students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at http://www.usq.edu.au/current-students/support/computing/hardware. The course leader will use the Study Desk forums to make announcements about the course. Students are required to actively monitor course discussion forums on the Study Desk on a regular [minimum twice weekly] basis and contribute appropriately.
MGT3003 considers the performance management dichotomy of Human Resource Development (HRD) and especially the importance of planning, monitoring and reviewing individual performance within organisations. The learning dichotomy of HRD – training and development, mentoring, coaching and career management – is dealt with in MGT2004 People Development.
In the modern business environment, substantial importance is placed on both individual and organisational performance. The management of individual performance to achieve optimum outcomes typically occur at the operational level, however, is strongly linked to the overall organisational strategies.
MGT3003 HR Performance Management examines the concepts, principles and systems associated with managing employee performance in the workplace. Links are made between individual, team and organisational performance, including the alignment of goals at different levels. The differing perceptions and expectations of performance by different stakeholders are also considered. Ways of reviewing performance are taken into account as well as the impact of performance on the bottom line.
MGT3003 also considers non-performance and under-performance as components of unsatisfactory performance and then considers interventions that are intended to change and improve unsatisfactory performance in order to bring about improved individual performance and personal growth.
Students should note that this is a third level course.
On successful completion of this course, students should be able to:
- identify and explain how performance management fits into organisational functioning and its relationship to HRM
- explain the differences between individual and organisational performance and the strategic implications of performance for organisational outcomes
- understand the principles and applications of planning, managing and monitoring performance management
- demonstrate problem-solving skills by examining and applying issues related to the design of effective individual performance reviews
- apply the issues related to conduct of individual performance reviews
- demonstrate academic and professional literacy skills by critically explaining the benefits and shortcomings of 360 degree approaches to performance management and reward systems for performance
- explain concepts for managing team performance
- identify and explain processes for managing non-performance and under-performance as part of an overall understanding of unsatisfactory performance
- demonstrate written and oral communication skills appropriate to the discipline by preparing and submitting a written assignment.
Theoretical basis for performance management
Monitoring and reviewing performance
|4.||360 degree performance and reward systems for performance||10.00|
Text and materials required to be purchased or accessed
ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://bookshop.usq.edu.au/bookweb/subject.cgi?year=2013&sem=03&subject1=MGT3003)
Please contact us for alternative purchase options from USQ Bookshop. (https://bookshop.usq.edu.au/contact/)
Tovey, MD, Uren, M & Sheldon, NE 2010, Managing performance improvement, 3rd edn, Prentice Hall, Frenchs Forest, New South Wales.
Delahaye, BL 2011, Human resource development: managing learning and knowledge capital, 3rd edn, Tilde University Press, Prahran, Victoria.
Holland, P & De Cieri, H (eds) 2006, Contemporary issues in human resource development: an Australian perspective, Pearson Education, Frenchs Forest, Australia.
Kramar, R, Bartram, T, De Cieri, H, Noe, RA, Hollenbeck, JR, Gerhart, B & Wright, PM 2011, Human resource management : strategy, people, performance, 4th edn, McGraw Hill, North Ryde, Sydney.
Nankervis, AR, Compton, RL , Baird, M & Coffey, J 2011, Human resource management: strategy and practice, 7th edn, Cengage Learning, South Melbourne, Victoria.
Werner, JM & DeSimone, RL 2009, Human resource development, 5th edn, Thomson South-Western, Mason, Ohio.
Student workload requirements
|Description||Marks out of||Wtg (%)||Due Date||Notes|
|ONLINE TASK||5||5||27 Nov 2013|
|ASSIGNMENT||40||40||06 Jan 2014|
|ONLINE QUIZ||5||5||17 Jan 2014|
|2-HOUR EXAMINATION||100||50||End S3||(see note 1)|
- The examination is scheduled to be held in the end-of-semester examination period. Students will be advised of the official examination date after the timetable has been finalised.
Important assessment information
If you are an international student in Australia, you are advised to attend all classes at your campus. For all other students, there are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.
Requirements for students to complete each assessment item satisfactorily:
To successfully complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)
Penalties for late submission of required work:
If students submit assignments after the due date without prior approval of the examiner, then a penalty of 5% of the total marks gained by the student for the assignment may apply for each working day late up to ten working days at which time a mark of zero may be recorded.
Requirements for student to be awarded a passing grade in the course:
To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.
Method used to combine assessment results to attain final grade:
The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course.
This is a restricted examination. Candidates are allowed access to specific materials during the examination. The only materials that candidates may use in the examination for this course are
- writing materials. These must be non-electronic and free from material which could give the student an unfair advantage in the examination.
- translation dictionary. With the examiner's approval, candidates may take an appropriate non-electronic translation dictionary into the examination room. This will be subject to perusal and, if it is found to contain annotations or markings that could give the candidate an unfair advantage, it may be removed from the candidate's possession until the appropriate disciplinary action is completed.
Examination period when Deferred/Supplementary examinations will be held:
Any Deferred or Supplementary examinations for this course will be held during the next examination period.
University Student Policies:
Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at http://policy.usq.edu.au.
- The due date for an assignment is the date by which a student must submit the assignment to the USQ.
- Students must retain a copy of each assignment submitted for assessment. This must be produced within 24 hours if required by the examiner.
- In accordance with university policy, the examiner may grant an extension of the due date of an assignment in extenuating circumstances.
Course weightings of topics should not be interpreted as applying to the number of marks allocated to questions testing those topics in an examination paper.
Referencing in assignments:
Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at http://www.usq.edu.au/library/referencing.