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MGT8030 Performance Management and People Development

Semester 1, 2012 Online Toowoomba
Units : 1
Faculty or Section : Faculty of Business and Law
School or Department : School of Management and Marketing
Version produced : 30 December 2013

Contents on this page


Examiner: Cec Pedersen
Moderator: Don Smith

Other requisites

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


Organisations are complex systems made up of people and other resources. In order to deliver products, services and other outcomes that satisfy the needs of society, a tremendous amount of work has to be done in and through these organisations. Work and the work performance of the people employed to do the work therefore form the cornerstone of employment relationships.


It is the responsibility of managers and leaders of organisations to ensure the full potential and talent locked up in the organisation's human resources are utilised and developed. It is only through skills and competencies enhancement that organisations are able to compete, survive and be successful in an increasingly volatile and uncertain business environment. This requires a professional approach to the management of work performance and to the continuous development of staff. Through a strategic approach to performance management and people development organisations not only develop people, but the organisation as a whole. The underlying philosophy is therefore that through effective performance management and the concomitant development of human resources, organisations are more able to compete and be successful in a sustainable way. This course deals with issues that relate to how the strategic performance targets of organisations can be supported and achieved through managing the performance of staff and the continuous development of employees as individuals as well as groups. The main focus is on learning experiences and interventions that are intended to change and improve the behaviour and performance of the members of organisations in order to bring about improved organisational performance and personal growth.


On successful completion of this course, students should be able to:

  1. compare performance management and people development systems in a global business context
  2. demonstrate advanced level academic and professional literacy skills by understanding and applying the theory and concepts of performance planning, management, monitoring, and review
  3. demonstrate how performance management is important to organisational change functions
  4. critically discuss sustainable strategic performance management and people development issues
  5. assess the changing nature of work and its impact on individual's performance and sustainable development within organisations
  6. apply appropriate theories a principles to coaching, mentoring and career development for enhanced performance
  7. demonstrate ethical research and inquiry skills by finding appropriate sources and adhering to norms of academic integrity
  8. demonstrate written communication skills by preparing and submitting an academic essay.


Description Weighting(%)
1. Laying the foundations for performance management and people development 10.00
2. Planning for performance 15.00
3. Monitoring, reviewing and managing performance 20.00
4. Reward systems for performance 10.00
5. People development essentials for improved performance 25.00
6. Coaching, mentoring and career development for enhanced performance 20.00

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). (

Please contact us for alternative purchase options from USQ Bookshop. (

  • Tovey, MD, Uren, ML & Sheldon, NE 2010, Managing performance improvement, 3rd edn, Pearson Education, Frenchs Forest, New South Wales.

Reference materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
  • Delahaye, BL 2011, Human resource development: managing learning and knowledge capital, 3rd edn, Tilde University Press, Prahan, Victoria.
  • Holland, P & De Cieri, H (eds) 2005, Contemporary issues in human resource development: an Australian perspective, Pearson Prentice Hall, Frenchs Forest, New South Wales.
  • Nankervis, AR, Compton, RL, Baird, M & Coffey, J 2011, Human resource management: strategy and practice, 7th edn, Cengage Learning, South Melbourne, Victoria.
  • Noe, RA 2010, Employee training and development, 5th edn, McGraw-Hill/Irwin, New York.
  • Werner, JM & DeSimone, RL 2009, Human resource development, 5th edn, Thompson South-Western, Mason, Ohio.

Student workload requirements

Activity Hours
Assessments 30.00
Directed Study 80.00
Online Discussion Board 25.00
Private Study 30.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
ONLINE QUIZ 5 5 16 Mar 2012
ESSAY 50 50 08 May 2012
EXAMINATION - PART A 15 15 End S1 (see note 1)

  1. The examination is scheduled to be held in the end-of-semester examination period. Students will be advised of the official examination date for exam (parts A, B and C) after the timetable has been finalised. The total working time for exam (parts A, B and C) is 2 hours. Part A - multiple-choice questions; Part B - short essays; Part C - true/false questions with brief explanation.

Important assessment information

  1. Attendance requirements:
    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.

  2. Requirements for students to complete each assessment item satisfactorily:
    To satisfactorily 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.)

  3. 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 day late up to ten days at which time a mark of zero may be recorded.

  4. 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.

  5. 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.

  6. Examination information:
    This is a restricted examination. The only material that candidates are allowed to use in this examination are: (i) writing and drawing instruments; (ii) translation dictionaries - students whose first language is not English, may take an appropriate unmarked paper-based translation dictionary into the examination room. Dictionaries with any handwritten notes will not be permitted. Translation dictionaries will be subject to perusal and, if found to contain annotations or markings that could give the candidate an unfair advantage, may be removed from the candidate's possession until the appropriate disciplinary action is completed.

  7. Examination period when Deferred/Supplementary examinations will be held:
    Any deferred examinations for this course will be held during the next examination period.

  8. 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

Assessment notes

  1. 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

  2. Course weightings: 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. The examination may test material already tested in assignments.

Other requirements

  1. Computer, e-mail and Internet access: 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