Course Resources Archive

The performance management module provides learners with the knowledge and understanding of the role of performance management in supporting the strategic objectives of the organisation in different business environments; how the performance of people can be enhanced and inspired by leadership and direction and how it contributes to high-performance work organisations.  The module examines the design of performance management systems that aim to transform organisational objectives and performance outcomes and identifies the knowledge and skills needed for effective performance review processes that are fair, ethical and improve people performance in modern organisations.  It will equip learners with the necessary skills and a critical understanding of the performance review process that combines challenge and support and places a focus on personal, team and organisational learning and accountability. Furthermore, it recognises the importance of communication skills in the performance review process and evaluates the need for employee involvement as well as transparent, ethical and justifiable rewards for performance. The module requires learners to reflect critically on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.

1         Systematically decide and communicate strategic performance aims, objectives, priorities and targets.

The aim and role of performance management in supporting the strategic objectives of the organisation in different sectors and business environments; unlocking the ‘black box’: the link between corporate performance and employee performance, HR’s contribution to organisational performance; promoting a can-do culture that supports achievement and creating a climate that encourages high-performance work practices and commitment; models of high-performance work systems; approaches to performance management in multicultural and international contexts; underpinning competence and capability: the development and motivation of employees to bring about high-performance working.

2         Plan effective performance management policies and practices to improve organisational and employee performance.

The process of performance planning, monitoring and review owned by all participants – managers, teams and individuals; the design and development of the performance management process; performance appraisal and performance management; creating a fair and ethical review process that manages diversity, prevents discrimination and promotes equal opportunity; performance management training programmes; the role and skills of line managers in measuring and assessing performance outcomes and the metrics involved.

3         Devise and sustain arguments for using appropriate performance management techniques, rewards and sanctions to improve performance.

Leadership and management style in handling performance review meetings. Promoting capability: high-performance working; encouraging and supporting continuous personal development to meet individual learning needs; preparing, agreeing and implementing personal development plans; the role of the team leader in coaching, counselling and mentoring. Promoting challenges: setting objectives, priorities and targets; the role of line managers in the continuous appraisal process; the value of 360-degree feedback. Recognising andrewarding talent: the use of non-financial rewards to improve performance; incentivising and paying for performance: contingent, competence and contribution schemes; performance management and discipline; arguments for and against performance management.

4         Demonstrate the communication skills required when managing achievement and underachievement.

The importance of employee involvement and high levels of ability in communication to gain commitment to performance goals; the ability to recognise achievement and progress and use collaborative communication to solve problems at individual, team and organisational levels; use of formal and informal methods of communicating achievement; relating behaviour to results and communicating potential; managing and communicating underachievement and the use of performance improvement plans; use of IT to administer and communicate performance management processes and learning.

5.    Critically evaluate the effectiveness of performance management.

The impact of high-performance working on organisational commitment, work–life balance and the management of diversity; performance management as a developmental process and as a basis for performance–pay decisions; the advantages and disadvantages of pay-for-performance systems; measuring and assessing people’s performance: problems and consequences; critically evaluating the performance management process: opportunities and limitations of the appraisal scheme, 360-degree feedback, coaching and mentoring; the impact of work and organisation on performance outcomes: job design, organisational design and organisational culture.

On completion of this module, learners will be able to:

1. Systematically decide and communicate strategic performance aims, objectives, priorities and targets.
2. Plan effective performance management policies and practices to improve organisational and employee performance.
3. Devise and sustain arguments for using appropriate performance management techniques, rewards and sanctions to improve performance.
4. Demonstrate the communication skills required when managing achievement and underachievement.
5. Critically evaluate the effectiveness of performance management.

Work Based Learning delivery students will devise an agreed work plan with their Advisor to meet their individual learning needs to achieve the module learning outcomes

The Library Catalogue contains full details of the current reading list for this module. Further details may also be found in the Module Guide.