MANAGING PEOPLE AND PERFORMANCE

SHE Level 5
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MMN623823
Module Leader n/a
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)
  • B (January start)

Pre-Requisite Knowledge

None

Summary of Content

The aim of this module is to develop a critical understanding of challenges relating to the effective management of people and processes in order to ensure that organisations operating across different nationalities and cultures achieve sustainable performance. The realisation of high organisational performance is critical to organisations operating in today's international environment. Students will be encouraged to develop an understanding of how effective HRM can help develop high-performing employees who fully contribute to an organisation's mission and value structure, especially in periods of change. The role of quality management frameworks, tools and techniques will be assessed in relation to how they contribute to organisational performance improvement in challenging global environments. Students will also develop an appreciation of how the successful management of change is key to managing people and performance.

Syllabus

-360b7 HRM and organisational performance; e.g. high performance working; developing human capital measures; employee engagement; psychological contract; social exchange theory; pivotal role of line managers in HRM; key strategic partnerships; -360b7 Managing the employment relationship; critical evaluation of varying theories and perspectives on employment relations; the importance of organisational level employment relations processes that support organisational performance e.g. trust; employee voice; managing conflict; -360b7 Theories and models of change management; interrelationships between forms of change, approaches to change, implications for organisational culture, stakeholder power and influence, employee reactions to change ; b7 Quality management principles, frameworks, tools & techniques pertinent to developing a continuous improvement (C.I.) culture, e.g., quality assurance and accreditation, six sigma, lean/six-sigma b7 TQM implementation challenges and stages of C.I. cultural maturity b7 Role of organisational self-assessment approaches in improving organisational effectiveness and capabilities., e.g. national Business/Performance Excellence models ( EFQM, Balbridge, Deming Prize) b7 Strategic performance management systems (e.g. Balanced Scorecard) and issues relating to the behavioural impact of measurement -360b7 Managing employee performance, trends and developments; systems and cultures; models, underlying theories and critiques; evaluating performance; measurement criteria; performance feedback and appraisal processes; stakeholder roles; problems and issues; legal, cultural and ethical dimensions .

Learning Outcomes

On successful completion of this module, students should be able to:1 Critically evaluate linkages between HRM and organisational performance and the key role of line managers.2 Review the importance of effective employee relations in enhancing organisational performance. 3 Critically appraise the complexities and challenges of change in a variety of organisational contexts. 4 Critically assess the role of quality management frameworks, models and theories in organisational performance improvement. 5 Critically review the challenges of developing effective strategic performance management systems within a variety of organisational contexts.6 Critically reflect on the challenges of effective employee performance management across different organisations, nationalities and cultures.

Teaching / Learning Strategy

The module will be delivered in 36 lectures and seminars. In addition, 8 hours of tutor-led activities will be delivered using applied learning strategies. Lectures will provide insight into leading-edge thinking and research relating to the underlying theoretical concepts and principles of developing and managing employee and process performance along with insights from practice. This will be supplemented and underpinned by directed reading; e-learning and web-based resources and activities related to each topic area to allow a deepening of student learning. Much of the materials provided will be research-based, with seminars utilised to explore the application of theory into practice using case studies; problem-based learning scenarios; experiential exercises and group discussions. Different organisational settings will be explored i.e. public, private and voluntary sectors; domestic and international contexts and cultures and where appropriate, industry experts will be used to offer international and practitioner perspectives. The assessment structure will provide students an opportunity to articulate and share knowledge and understanding of the generic principles of performance management through critical review of research and evaluation of practice in organisational settings. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing.

Indicative Reading

Due to the integrative nature of the module, there is no core text for this module. Essential reading gives a selection of core texts in both the areas of people and processes. Reading will be recommended by lecturers from the texts listed below, as well as from journal articles and web sites. Students are also expected to undertake their own literature search relating to their assessments. Aguinis H. (2013) Performance Management , 3rd edition, Prentice-Hall, New Jersey, US. Auguste G. And Gutsatz M. (2013) Luxury Talent Management: Leading and Managing a Luxury Brand , UK, Palgrave MacMillan Barney J. and Clark D. (2007), Resource-Based Theory - Creating and Sustaining Competitive Advantage , Oxford University Press, Oxford. Boselie P. (2011) Strategic Human Resource Management: A Balanced Approach , McGraw-Hill, UK Boxall P. and Purcell J. (2011) Strategy and Human Resource Management , 3rd edition, Palgrave MacMillan, UK Evans, J.R. (2008), Quality & Performance Excellence , USA: Thomson Kirchmer, M. (2009), High Performance through Process Excellence: Turning Strategy into Operations - Smart and Fast , Philadelphea USA; Springer-Verlag Berlin Heidelberg Guest DE, Paauwe J. and Wright P. (2013) Managing people and Performance , Wiley-Blackwell, UK Hutchison S. (2013) Performance Management , UK, CIPD Marr, B (2006), ' Strategic Performance Management leveraging and measuring your intangible value drivers ' , Elsevier/Butterworth-Heinemann [E-book] Muras, A. and Goodnight, G. (2009) Process Improvement & Performance Management Made Simple , Xlibris Corporation Mone E.M. and London M. (2010) Employee Engagement: Through Effective Performance Management - A practical guide for managers, Routledge, NY Purcell J. et al. (2009) People Management and Performance , Routledge, Chapters 1-4 Slack, N. et. al. (2009), ' Operations and process management: principles and practice for strategic impact ' Prentice Hall. Smither J. W. and London M. (2009) Performance Management: Putting Research into Practice JB SIOP Professional Practice Series)" , Pfeiffer, US Academic Journals Employee Relations Human Resource Management Journal International Journal of Human Resource Management International Journal of Public Sector Management International Journal of Productivity and Performance Management International Journal of Quality and Reliability Management International Journal of Service Industry Management International Journal of Training and Development Journal of Managerial Psychology Managing Service Quality Measuring Business Excellence Personnel Review People Management Personnel Psychology Public Performance and Management Review The TQM Magazine Total Quality Management Total Quality Management and Business Excellence Some potentially useful Web Sites: Association for Management Education & Development (AMED) www.amed.org.uk/ <http://www.amed.org.uk/> British Quality Foundation (promotes business excellence to all types of organisations) www.quality-foundation.co.uk <http://www.quality-foundation.co.uk> Chartered Institute of Personnel and Development: Surveys & Research reports <http://www.cipd.co.uk/> Employers' Organisation for local government - outlines performance management in very simple/ clear terms. Very useful Assessment instrument for council's 'Readiness for PM' (could be adapted) <http://www.lge.gov.uk/lge/core/page.do?pageId=1> European Operations Management Association (EurOMA) <http://www.euroma-online.org/r/default.asp?iId=IDIDI> European Foundation for Quality Management www.efqm.org/ <http://www.efqm.org/> European Organisation for Quality: <http://www.eoq.org> Global Survey results looking at Management Tools most commonly utilised by organisations <http://www.bain.com/management_tools/> IDS HR Studies (see library for access codes) <http://www.idshrstudies.com/app/smg/gbn/main> Library access to numerous HR related websites <http://www.netvibes.com/busgcal#Management%2FHR> Improvement and Development Agency (UK local government) <http://www.idea.gov.uk/idk/core/page.do?pageId=76209> Improvement Service (Scottish local government) <http://www.improvementservice.org.uk/> International Organization for Standardization www.iso.org/ <http://www.iso.org/> Inside Government - Employment Matters <https://www.gov.uk/government/topics/employment> Institute of Management www.managers.org.uk/ <http://www.managers.org.uk/> International HR web site with some useful pieces of information for module (need to search) <http://www.hrmguide.co.uk/> Performance Measurement/ Management - good research publications from <http://www.som.cranfield.ac.uk/som/p1052/Research/Research-Centres/Centre-For-Business-Performance> Quality Scotland Foundation www.qualityscotland.co.uk <http://www.qualityscotland.co.uk> Quality Management Systems <http://www.qmsuk.com/> Society for HRM, U.S.A. <http://www.shrm.org> The National Institute of Standards and Technology (NIST) - Malcolm Balbridge NQ Award <http://www.nist.gov/baldrige/about/index.cfm> The Work Foundation <http://www.theworkfoundation.com/> The Institute for Employment Studies <http://www.employment-studies.co.uk/>

Transferrable Skills

Key transferable skills are: -360 - critical thinking, analysis and synthesis; - effective problem solving and decision making; - knowledge and understanding of HRM and Quality Management subject areas; - effective oral and written communication; - effective self-management; - independent and team working; - interpersonal skills; - research and IT skills; - planning, monitoring and evaluating own learning and development. specific performance management skills e.g. effective performance appraisal interviewing and feedback

Module Structure

Activity Total Hours
Lectures (PT) 24.00
Seminars (FT) 12.00
Independent Learning (FT) 116.00
Practicals (PT) 8.00
Assessment (PT) 40.00
Independent Learning (PT) 116.00
Practicals (FT) 8.00
Seminars (PT) 12.00
Assessment (FT) 40.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Exam (Exams Office) 2.00 50.00 45% 2 Hour Formal Exam
Course Work 01 n/a 50.00 45% 2000 word HRM Report