|1.||Critique key trends and issues in performance management systems and rewards;|
|2.||Critically analyse the tangible and intangible strategic value of performance management systems;|
|3.||Translate theory to practice in an action learning project on performance management and remuneration systems;|
|4.||Extrapolate from theoretical concepts and principles to propose and justify courses of action which facilitate decision making in a variety of performance management contexts, both locally and globally; and|
|5.||Advocate conclusions to and justify professional decision-making to inter-disciplinary audiences demonstrating a high level of personal autonomy and accountability for both personal outcomes and those of the group.|
Students studying under the VU Block Model.
|Assignment||Key trends and issues in Performance Management||20%|
|Case Study||Performance management analysis of an organisation||30%|
|Report||Project report and presentation on performance management strategies (Group)||50%|
|Assignment||Key trends and issues in Performance Management||10%|
|Case Study||Performance management analysis of an organisation||40%|
|Presentation||Recommendations for an organisation PM strategies||50%|
Managing Employee Performance and Reward Concepts, Practices, Strategies,
Shields J. 2020,
Cambridge University Press, Cambridge.
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