Бакалавриат
2021/2022
Управление результативностью
Статус:
Курс обязательный (Управление бизнесом)
Направление:
38.03.02. Менеджмент
Где читается:
Высшая школа бизнеса
Когда читается:
3-й курс, 4 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для своего кампуса
Язык:
английский
Кредиты:
4
Контактные часы:
40
Course Syllabus
Abstract
Performance Management (PM) is one of the most crucial process influencing on the success of the whole business. PM links and synchronize strategic goals and ambitions of the company with the efforts of each individuals due to this an organization receives the synergetic effect towards an organizational success achievement. PM is a comprehensive area of expertise requiring multidisciplinary knowledge of strategy management, behavioral and motivational aspects, organizational and business processes and financial management also. This course aims to introduce PM fundamentals and develop understanding of PM system and process aligning enterprise-wide strategic direction and behavioral organizational aspects. We will discuss each stage of classic PM cycle, different goals setting theories and motivational theories. PM became one of the most debating topic and management philosophy towards its rigorous, limitations in the rapidly changing environments, therefore we will also explore and debate on new agile PM models Theoretical part of this course provides overview of key theories, models and concepts combining with the discussion and reviewing the way of its implication on the practice.
After the completion of the course the students will understand the key elements of PM cycle; know and understand how business context and external environment impact the PM model; be able to discuss on agile PM models allowing organization to be flexible, adaptive and forward-looking; be able to use PM essentials and develop employee skills required to implement and improve PM process; be able to determine and describe the influence of PM on motivation, organizational behavior and corporate culture.
Learning Objectives
- • To understand PM essentials e.g. PM, PM system and PM process and the way their influence the organization` success
- • To learn different PM philosophies and models and to get knowledge of PM history and its evolution
- • To understand of PM cycle, its stages and various concepts of each stage
- • To receive theoretical basis of goals setting and motivational theories
- • Special attention will be paid on motivational and behavioral concepts and how they impact and influence on the PM
- • To know various views on pros and cons of traditional PM models and learn about agile and next-generation PM philosophies
- • To practice in analysis of company` strategy and make a proposal on PM model to implement combining various models of each PM stage
Expected Learning Outcomes
- • knowledge of major models, theories and concepts related to PM system
- • understanding of values, aims and key features of PM process in the organization
- • understanding of each stage within PM cycle and ability to make critical analysis of advantages and disadvantages of various models and theories of goals setting, performance review and other stages
- • understanding of interlink between PM system and employee motivation, corporate culture and organization behavior
- • practical skills for development and implementation of PM system in different types of organizations
- • practical skills of linking PM system with the organizational` strategy
- • understanding of PM process execution in the organization and modern technological solutions allowing to automatized this process
Course Contents
- Performance Management History and Foundations
- Performance Management System
- Strategic Performance Management
- Implementing a Performance Management System
- Performance Management Skills
- Performance management, Employee Development, and Reward
Interim Assessment
- 2021/2022 4th module0.3 * Exam + 0.2 * Interim assessment + 0.3 * Analytical report + 0.2 * 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