Performance and Reward Elective Unit: MSc/PG Diploma in Human Resource Management

Performance and Reward Unit Leader - Professor Ben Lupton Unit Tutors - Professor Carol Atkinson - Professor Ben Lupton Taught in Term 2 - January to March – two two-hour sessions per week and two full days (refer to the programme timetable for details)

Unit Summary Outline Assessment The unit provides comprehensive coverage of the key strategic activities of managing performance and reward. You will apply theoretical frameworks to evaluate contemporary practice in both area. Assessment There will be two written assignments (each 3000 words), one on the performance half of the syllabus, one on the reward half

Approach to teaching and learning We will combine Tutor-led input Student-centred learning Self-directed learning In workshop sessions, tutors will deliver theoretical inputs and provide opportunities for you to apply to these to real life situations and problems You will undertake independent study and complete assignments In combination, these activities will provide opportunities to give you formative and summative feedback

Performance Key issues that organisations are grappling with: How to use HR practice to improve the ‘bottom line’ – and how to demonstrate this How to set meaningful objectives that will both direct and motivate employees How to develop cultures that promote learning and engagement How to review performance in a supportive way How to manage performance across international boundaries and cultures

The Syllabus The HR/performance link including human capital measurement Performance management frameworks Setting and reviewing performance expectations Performance management and individual/organisational development Managing underperformance Designing and implementing performance management systems Comparative performance management

Reward Some contemporary issues for businesses and society Should people be paid on the basis of the job that they do, or on the basis of how well they do it? What is wrong, if anything, with bankers (and other executives in other sectors) receiving huge and ever-increasing salaries and bonuses? Is it a good idea for people to receive a share of the profits of the company they work for? Why are men (still!) paid – on average- considerably more than women? What are the consequences for organisation of getting their reward decisions wrong?

What we’ll cover The answer to the last question indicates that reward management is of crucial importance to organisations’ success so we’ll look at the a various ways in which reward systems can be designed to support organisations’ strategies We’ll also look at the different types of reward and the role that they play. Not all of the rewards in organisations are money/pay! We will also look at the issue of reward in its social context – those issues around banker’s bonuses, low pay, pay inequality demand it!

The syllabus The context for reward – social, economic, political Trends in reward The theoretical basis for reward– psychological, economic, justice-related …. Setting base-levels of pay, job evaluation Incentives Benefits and Pensions Equality and Justice in Reward Reward in an International Context

So, come and join us! The unit offers a chance to become expert in these two important and related area of HR practice And offers the opportunity to examine and debate some interesting and topical issues in work and society