| CODE | CLS2103 | ||||||||
| TITLE | Performance Management | ||||||||
| UM LEVEL | 02 - Years 2, 3 in Modular Undergraduate Course | ||||||||
| MQF LEVEL | 5 | ||||||||
| ECTS CREDITS | 4 | ||||||||
| DEPARTMENT | Centre for Labour Studies | ||||||||
| DESCRIPTION | This unit focuses on the nature of performance management and its contribution for achieving and maintaining organisational effectiveness. The unit teaches students how to develop and implement the appropriate performance appraisal system according to the requirements of specific organisations. Performance management skills are highlighted. Finally, students are introduced to strategy maps and the balanced scorecard. Study-unit Aims Employee performance is a key ingredient of organisational effectiveness. An organisation needs to know how well its workers are performing through an integrated performance management system, linking employee performance with the organisation’s operational activities and strategies. This study unit aims to impart the basic knowledge and skills needed to measure employee performance against set targets and identify remedies when such targets are unmet. Learning Outcomes 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: - define the meaning of performance management and evaluate its scope - assess the link between employees' performance and the overall organisational performance - distinguish different types and uses of performance appraisal systems - describe the weaknesses of ineffective performance appraisal systems 2. Skills (including transferable [generic] skills): By the end of the study-unit the student will be able to: - choose among the various alternative models of performance appraisal systems according to the specific needs of an organisation and cultural context - overcome particular barriers which may crop up in the implementation of performance management systems - link the outcomes of performance appraisal systems with employee motivation and compensation, training and organisational performance - evaluate the outcomes of performance management in order to improve the process Main Text/s and any supplementary readings Required readings: - Aguinis, H. (2008). Performance Management. UK: Prentice Hall. - Institute of Leadership and Management (2002). Appraising Performance Super Series. UK: Pergamon Flexible Learning. Supplementary readings: - Harvard Business Review (2005). Harvard Business Review On Appraising Employee Performance. USA: Harvard Business Press. - Cokins, G. (2009). Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics. USA: Wiley. - Parmenter, D. (2010). Key Performance Indicators (KPI): Developing, Implementing, and Using Winning KPIs. USA: Wiley. - Forsyth, P. (2002). Appraising Job Performance: How to Improve Job Satisfaction And Organisational Success. |
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| STUDY-UNIT TYPE | Lecture and Independent Study | ||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Robert Delia Luke Anthony Fiorini |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2024/5. It may be subject to change in subsequent years. |
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