代写MGMT 3728 Pay and Performance

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代写MGMT 3728 Pay and Performance

Business School School of Management

MGMT 3728
Pay and Performance
Course Outline
Semester 2, 2016
Part A: Course-Specific Information
Part B: Key Policies, Student Responsibilities and Support

PART A: COURSE-SPECIFIC INFORMATION

1      STAFF CONTACT DETAILS

Lecturer-in-charge: Catherine Dolle-Samuel
Room 554
Email: [email protected]
Consultation Times – TBA
 
Please note that responses to emails will be up to 2 business days. Emails received outside normal business hours will be responded to within 2 days from commencement of the next business hours.
 
 

2      COURSE DETAILS

2.1      Teaching Times and Locations

Lectures start in Week 1(to Week 12): The Time and Location are:
Thursday 10am – 12noon, Ainsworth G02
 
Tutorials start in Week 2 (to Week 13). The Groups and Times are:
Thursday 12 noon, Ainsworth 202
Thursday 1pm, Ainsworth 202

2.2      Units of Credit

The course is worth 6 units of credit.
 

2.3      Summary of Course

This course examines contemporary remuneration and performance management practices from both an applied and theoretical perspective. It emphasises theories, practices and other factors with the trend away from fixed remuneration to variable person and performance based remuneration.
 
Topics include: organisational strategy & culture, HRM and the new pay, motivation theory, job evaluation and fair pay, job based versus competency based pay, group and individual incentives, and executive remuneration.
 
The course also examines strategies for achieving and efficient and equitable mix of pay methods appropriate to particular levels of the workforce, from senior executives to non managerial employees. Case study material is used throughout.
 

2.4      Course Aims and Relationship to Other Courses

 
This course is designed to enable you to:
 
1. Identify the assumptions underpinning different concepts of pay and performance and critically analyse the theories on which they are based;
2. Evaluate the strategic, psychological, ethical and social implications of these concepts;
3. Apply informed and critical understanding to solving practical problems in designing a pay and performance system.
 
This course is offered as part of the Human Resources stream. Student Learning Outcomes.
 

2.5      Student Learning Outcomes

 

Business Undergraduate Program Learning Goals and Outcomes   1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global contexts. You should be able to select and apply disciplinary knowledge to business situations in a local and global environment.   2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective problem solvers. You should be able to identify and research issues in business situations, analyse the issues, and propose appropriate and well-justified solutions.   3. Communication: Our graduates will be effective professional communicators. You should be able to: a.     Prepare written documents that are clear and concise, using appropriate style   and presentation for the intended audience, purpose and context, and b.     Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a professional manner.     4. Teamwork: Our graduates will be effective team participants. You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.   5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the ethical, social, cultural and environmental implications of business practice. You should be able to: a.     Identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice, and b.     Identify social and cultural implications of business situations.

 代写MGMT 3728 Pay and Performance
 
The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be developed in tutorials and other activities):
 
 

Program Learning Goals and Outcomes		Course Learning Outcomes	Course Assessment Item
This course helps you to achieve the following learning goals for all Business undergraduate  coursework students:		On successful completion of the course, you should be able to:	This learning outcome will be assessed in the following items:
1	Knowledge	Explain a range of theories associated with pay and performance including relationship to organisation strategy & culture, and components of rewards and benefits. Explain the difference between ‘best fit’ and ‘best practice’, describe the range of financial and non-financial rewards available, understand the ethical approaches to employee remuneration and follow the procedures to undertake a bias free job evaluation	·         Team Tutorial Facilitation ·         Job Evaluation Assessment ·         Consultancy Report
2	Critical thinking and problem solving	Demonstrate your analysis, critical thinking and problem solving skills through your ability to communicate in verbal and written form the issues and solutions associated with employee pay and performance	·         Team Tutorial Facilitation ·         Job Evaluation Assessment ·         Consultancy Report
3a	Written communication	Construct written work which is logically and professionally presented.	·         All assessments
3b	Oral communication	Communicate ideas in a succinct and clear manner be able to articulate options, solutions and programs with regards to employee remuneration and performance.	·         Team Tutorial Facilitation ·         Lecture and Tutorial Participation
4	Teamwork	Work collaboratively to complete a task.	·         Option of a group report ·         Team Tutorial facilitation
5a.	Ethical, social and environmental responsibility	Adopt and defend an informed position on questions of equity including wage dispersion, pay at risk and the gender pay gap	·         All assessments
5b.	Social and cultural awareness	Adopt and defend an informed position on questions or organisational and social justice, demonstrate understanding of how different country’s cultures impact pay and performance.	All Assessments

 
 

3      LEARNING AND TEACHING ACTIVITIES

3.1      Approach to Learning and Teaching in the Course

The approach to Learning & Teaching in this course is designed to enable you to learn both theoretical approaches to the topics as well as practical methods to implement them. The course will take a whole of business approach, that is, considering the organisation, industry, and culture that will affect pay and performance decisions and practices. The course focuses on using practical case study examples where possible and providing assessment opportunities to practise skills that will be needed in many jobs.

3.2      Learning Activities and Teaching Strategies

This course will comprise a number of learning activities including lectures, readings, case studies, options for team work and discussion based tutorials. You will be expected to consider case studies, provide analysis and participate in practical exercises as well as do independent research. Students are encouraged to consider international perspectives and issues, as well as experience from the workforce.
 

4      ASSESSMENT

4.1      Formal Requirements

 
In order to pass this course, you must:
·         achieve a composite mark of at least 50; and
·         make a satisfactory attempt at all assessment tasks (see below).
 

4.2      Assessment Details

Please include assessment overview in a table, for example:

Assessment Task	Weighting	Length	Due Date
Lecture & Tutorial Participation	10%	See 4.3 below	Ongoing
Team Tutorial Facilitation Facilitation Self-reflection Notes	20%	Team facilitates in class discussion Submits 1,000 words on reflection of effectiveness of facilitation	In weekly tutorials, determined in Week 2 Tutorial
Job Evaluation Assessment	25%	2,100 words
Consultancy Report	45%	2,500 words
Total	100%

Style, formatting requirements - Can be included above in Assessment Details.
 
 
4.2.1       Tutorial Participation
 
Lectures and tutorials will be interactive and it is expected that all students will actively engage in class. Marks will be awarded as follows:
 

Grade	Description	Mark
Outstanding Contribution	Attends 80%+ lectures / tutorials and actively contributes in discussions. Contributions in class reflect thorough preparation. Provides good insights; has clear and thoughtful views; and supports and argues for but is open to modifying positions	9-10
Satisfactory	Attends 80% + lectures /tutorials and participates in discussions. Contributions demonstrate some preparation for tutorial. Some contribution of facts or opinion.	5-8
Unsatisfactory	Attends 80% + lectures /tutorials but is an unwilling participant, is observed to rarely speak in small group discussion and never voluntarily speaks in class discussions. For example: only speaks when directly addressed by a tutor.	1-4
Does not meet attendance requirement	Students must attend a minimum of 8 lectures/ tutorials to be eligible for participation marks	0

 
4.2.2       Team Tutorial Facilitation
 
You will form groups of 3-4 (no more than 4) students to lead a tutorial between weeks 3 and 13 and your team will facilitate part of the tutorial (approx. 30-40mins).
 
The high weighting attached to this assessment reflects the need to meet the all requirements. Each team is expected to facilitate a comprehensive and professional program to the class, focusing on generating class discussion.
 
You will be encouraged to spark controversy and use debates, role-play and case studies to generate discussion of the issues.
Specifically, you will:

• Illustrate the key issues and controversies with a case study or role play;
• Draw answers to tutorial questions from others in the tutorial group, AND
• Summarising those answers you might:
  • present a slide, flip-chart page, or handout summarising key points in your answers
  • use the whiteboard to collect extra points from other teams’ conclusions;
  • organise a short role-play, case study or debate and draw comments from the class on how your material helps answer your questions for the
  • week. (See the Readings & Tutorial Questions List in Moodle).

 
In preparing for your team’s leadership of the tutorial wrap-up, you MUST do AT LEAST TWO extra readings from the weekly list provided or additional journal or text readings.
 
Note that team facilitation IS NOT a repeat of lecture material or a simple presentation.
 
You are required to facilitate and elicit answers to the tutorial questions from those in the tutorial group and then bring those answers to some conclusion. The goal of this assessment is to develop your ability to lead discussion and challenge others with regards to the relevant material.
 
Reflection Summary: Your team will be required to submit reflection notes for your team facilitation. The self-reflection should focus on the effectiveness of the facilitation, including an assessment of the challenges, what worked and what was less effective.
 
This will be due in one week after you deliver your team’s facilitation – DUE DATE: one (1) week after the tutorial leadership exercise
 
Assessment Criteria are:

• Summarise and explain a range of theories associated with remuneration & performance management, as per the Course Outline for your chosen week (without regurgitating lecture material)
• Demonstrate your analysis, critical thinking and problem solving skills through your ability to communicate and articulate options, solutions and programs with regards to employee remuneration and performance.
• Challenge, defend and effectively facilitate part of the tutorial in your team using innovative methods to bring out the key concepts and problems associated with the reading for your chosen week.
• Submit a Self- Reflection Summary critically analyse team facilitation effectiveness and issues raised by student colleagues during the tutorial
• Work collaboratively to complete the team task

 
4.2.3       Job Evaluation Assessment
 
This exercise will be handed out in Week 4 via Moodle and in hard copy.
 
You will be given two position descriptions, amplified by the results of completed job analysis questionnaires, and asked to apply a factor plan to them, writing short comments explaining your decisions.
There will also be five short-answer questions to check your conceptual understanding of job evaluation activities.
 
DUE DATE: Monday 12^th September, 9:30am via the Turnitin Submission Inbox 
 
Note: If you do not attend the lecture in Week 5, nor complete the reading required for that week plus undertake additional reading for the assessment you will struggle to complete this assessment. This assessment develops your ability to complete a job evaluation which all managers will need to do at some point in their managerial careers, regardless of whether they work in HR or not.
 
A full marking rubric will be provided following posting of the Job Evaluation.
 
4.2.4       Consultancy Report
 
 
Due date & submission procedure: By Tuesday 1^st November, 9:30am via Turnitin.
Weighting: 45% of your total course mark
Length: 2,500 +/- 10% per person (see below). The word count excludes the cover sheet and list of references/ bibliography. The word count for your work (i.e. the number of words in YOUR assignment) must be disclosed on the coversheet of your assignment.
 

The report must address the following areas:	Included in word limit
Assignment cover sheet:	No
Title page:	No
Executive summary:	No
Table of contents:	No
Strategic Analysis For the organisation: ·         Design a HR matrix (Figure 0.1, Shields p. 8) that applies to the organisation.  Describe what currently exists in the organisation. ·         Identify the internal and external environment in order to work out the organisation’s key performance requirements and key success factors (Figure 4.4, Shields p. 114).  ·         Identify key issues relating to motivation and fairness and make an initial judgment about possible problems of equity (including gender equity) in the management of both performance and remuneration.   Write a brief summary of your findings, with reasons (approx. 500 words).	Yes
Introduction	Yes
Body: ·         Management of performance, feedback and development; ·         Management of the base pay system and structure and its relationship to the market; ·         Management of non-monetary rewards and of indirect and variable pay elements. Including consideration of: ·         The organisation’s key success factors; ·         Issues with the organisation’s present system in terms of ‘best practice’ (you will specialise on your chosen areas here if you are doing a group report); ·         Overview of options for addressing these issues, identifying strengths and weaknesses; ·         Implications of the Strategic Analysis in the selection of a ‘best fit’ option; ·         An outline of the implementation details of your chosen option; ·         How to address issues of motivation (e.g. line of sight; financial and non-financial incentives) and of fairness (e.g. felt-fairness; equity, distributive and procedural justice; gender equity; dispersion).	Yes
Conclusion	Yes
Appendices	No
List of references / bibliography	No

 
 
 
Consultancy Report Requirements
You have a choice of one of the three case study organisations from Shields (2007) which will be made available on Moodle:
 
The Report will require students to make recommendations for three elements of a remuneration and performance management system appropriate to your chosen organisation. The three elements required are:

• Management of performance, feedback and development;
• Management of the base pay system and structure and its relationship to the market;
• Management of non-monetary rewards and of indirect and variable pay elements.

 
You have two options as to how to undertake this assignment.
 
Option 1
An individually written report –You will do the assignment on your own, producing a final report consisting of an Executive Summary, a Strategic Analysis (500 words), and the actual Report (2000 words). The Report will cover all three areas: (a) performance; (b) base pay; and (c) non-monetary, indirect and variable rewards.
 
OR
 
Option 2
A team report, with each team member receiving the same mark (Teams are of two and no more than three people). You will work together in preparing a joint Strategic Analysis. You will work together on writing and assembling the Report and the Executive Summary and Bibliography.
Each person will contribute up to 2000 words and you will collaborate on the Executive Summary and Strategic Analysis (500 words). You will both/all receive the same mark. If you embark on this option and find you have a free-rider, take one week to negotiate with this person, and then revert to the other two options, letting the lecturer know as soon as possible.
 
The lecturer reserves the right to direct a person to prepare an individually written report where this seems advisable. If choosing to submit a group report, you must advise the lecturer no later than Week 9.
 
Formatting information
Your assignments must be formatted as per the requirements below:
 Use 11pt or 12pt font
 2.5cm left margin
 1.5 line spacing
 Leave a line between each paragraph
 Number each page
 Student number and course code (MGMT 3728) to appear on every page
 Identical electronic copy submitted via the Course Website
 Coversheet completed correctly and attached - coversheet available on course website
 Use Harvard method for referencing - more information can be found on the ASB EDU website (no footnotes)
 
Marking criteria:

• Overall quality of analysis, depth of reflection/ thinking in terms of the key themes
• Quality of academic research, report supported by at least 8 credible per consultant
• Executive summary identifies key success factors and gives clear guidance on option that best fits the strategic analysis and meets motivation and fairness criteria.
• The Strategic Analysis clearly analyses the situation of the organisation and its members.
• The Report clearly and tactfully identifies problems with present system, including issues of motivation and equity, summarises a range of options and proposes a clear solution demonstrating insight and practicality.
• Appropriate structure, clarity of expression and grammar, Correct in-text citations and bibliography format using Harvard style (ASB EDU Harvard Guide)

 
 
 
 

4.3      Assignment Submission Procedure

As per the information in section 4.2. Students are reminded to keep a copy of all work submitted for assessment and to keep their returned marked assignments.
 
The Job Evaluation and Consultancy Report will be submitted electronically via Turnitin submission boxes on Moodle.
 

4.4      Late Submission

Requests for extension must be in writing in advance of the submission date, and accompanied by evidence. All applications for late submission must be made to the Lecturer-in-Charge, Catherine Dolle-Samuel. Late submission will not be authorised if your progress in the course is not satisfactory. Work submitted late without an extension being granted will be subject to a 10% penalty for each day it is late.
 
 

Quality Assurance The Business School is actively monitoring student learning and quality of the student experience in all its programs. A random selection of completed assessment tasks may be used for quality assurance, such as to determine the extent to which program learning goals are being achieved. The information is required for accreditation purposes, and aggregated findings will be used to inform changes aimed at improving the quality of Business School programs. All material used for such processes will be treated as confidential.

 

5      COURSE RESOURCES

 
The website for this course is on Moodle at:
http://moodle.telt.unsw.edu.au
 
The textbooks for this course are:
Shields, J (ed) 2^nd edition, 2016 managing Employee Performance and Reward: Concepts, practices, Strategies
 
The textbook is available from the UNSW Bookshop. Note, this is a new edition and is unlikely to be available second hand.
 

6      COURSE EVALUATION AND DEVELOPMENT

Each year feedback is sought from students and other stakeholders about the courses offered in the School and continual improvements are made based on this feedback. UNSW's Course and Teaching Evaluation and Improvement (CATEI) Process is one of the ways in which student evaluative feedback is gathered. In this course, we will seek your feedback through CATEI Feedback from previous students indicated
 

7      COURSE SCHEDULE