Бакалавриат 2020/2021

Управление результативностью

Статус: Курс по выбору (Управление бизнесом)

Направление: 38.03.02. Менеджмент

Кто читает: Департамент организационного поведения и управления человеческими ресурсами

Где читается: Высшая школа бизнеса

Когда читается: 4-й курс, 1 модуль

Формат изучения: без онлайн-курса

Преподаватели: Просвиркина Елена Юрьевна

Язык: английский

Кредиты: 3

Контактные часы: 30

Course Syllabus

Abstract

The course aims to introduce performance management fundamentals and discuss the ways how to be more strategic in implementing better performance management in an organization. After the completion of the course the students will understand the difference between performance appraisals and performance management and recognize the role of performance management in an organization’s success; be able to describe and formulate performance objectives and standards, be able to identify and develop employee skills needed to increase and strengthen performance standards.

Learning Objectives

• The course aims to form systemic view on performance management and develop relevant skills of managing performance in both Russian and international organizations. The main learning objective of the course is developing students’ knowledge and competences in the following areas: - implementing performance management system in any organization; - developing performance management policies and procedures; - making decisions concerning performance management issues in the organization.

Expected Learning Outcomes

• knowledge of performance management history and foundation;
• understanding of performance management system, its cycle and components;
• knowledge of different approaches to managing performance;
• - practical skills for development of performance management system in different types of organizations.

Course Contents

• Performance Management History and Foundations
  Defining performance. PM definition. Historic overview of performance management. Characteristics of each evolutionary stage. Defining the main concepts.
• Performance Management System
  Characteristics of PM system and its main components. Aims and role of performance management system. Differences between performance management and evaluation. Dangers of poorly implemented PM system. PM integration with other human resources elements. Keys to effective performance management.
• Strategic Performance Management
  Linking performance management to a company’s strategy. Factors to consider for strategic PM. Developing strategic plans at different levels. Individual and team performance
• Implementing a Performance Management System
  Performance dimensions. Approaches to Measuring Performance. Measuring results and behaviors. Performance information and different sources. Steps of implementing a PM system.
• Performance Management Skills
  Coaching style and process. Performance review meetings and giving feedback. Review outcomes. Disciplinary process and termination.
• Performance management, Employee Development, and Reward
  Personal development plans and developmental activities. Line manager’s role and employee responsibilities. Linkage of performance review results with remuneration. Rewarding individuals and team performance.

Assessment Elements

• In-class participation
• analytical report
• final exam

Interim Assessment

• Interim assessment (1 module)
  0.3 * analytical report + 0.4 * final exam + 0.3 * In-class participation

Bibliography

Recommended Core Bibliography

• Mone, E. M., & London, M. (2010). Employee Engagement Through Effective Performance Management : A Practical Guide for Managers. Routledge.

Recommended Additional Bibliography

• Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance Management: A Model and Research Agenda. Applied Psychology: An International Review, 53(4), 556–569. https://doi.org/10.1111/j.1464-0597.2004.00188.x
• DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14(1), 129–139. https://doi.org/10.5465/AME.2000.2909845
• Flapper, S. S. D., Fortuin, L. L., & Stoop, P. P. (1996). Towards consistent performance management systems.
• HUSELID, M. A., JACKSON, S. E., & SCHULER, R. S. (1997). Technical and Strategic Human Resources Management Effectiveness as Determinants of Firm Performance. In Academy of Management Journal (Vol. 40, Issue 1, pp. 171–188). https://doi.org/10.2307/257025
• Levy, P. E., & Williams, J. R. (2004). The Social Context of Performance Appraisal: A Review and Framework for the Future. Journal of Management, 30(6), 881–905. https://doi.org/10.1016/j.jm.2004.06.005
• Seifert, C. F., Yukl, G., & McDonald, R. A. (2003). Effects of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates. Journal of Applied Psychology, 88(3), 561–569. https://doi.org/10.1037/0021-9010.88.3.561