BUSN3032 Reward and Performance...

BUSN3032

Reward and Performance Management

Semester 2, 2014 Topic Coordinator: Valerie Caines Room 3.58 Law and Commerce Building Email: [email protected] Ph: 0477 857 042 This topic guide should be read in conjunction with the Flinders Business School Undergraduate Student Handbook

mailto:[email protected]

BUSN3032 Reward & Performance Management Topic Guide Semester 2/ 2014 Page 1

1. TEACHING STAFF

Topic Coordinator:

Valerie Caines Rm 3.58 [email protected]

Please contact lecturers and tutors by email. 2. TOPIC AIMS This topic focuses on rewards (compensation) and performance management as a component of human resource systems. It will explore how human resources design reward and performance management programs to strategically promote company performance. Micro and macro level compensation concepts will be considered. This will include issues relating to contextual factors, job analysis and evaluation, bases for pay, the design of compensation systems, and employee benefits. Further, the topic will explore the key components of performance management including implementing a performance management system, employee development, and managing team performance. 3. LEARNING OUTCOMES and GRADUATE QUALITIES

Upon successful completion of this topic students will be able to:

Advice on the design and implementation of appropriate reward policies aligned to organisational objectives

Analyse and redesign an existing job set to improve performance and employee satisfaction

Conduct an appraisal interview, and give sensitive feedback, including the setting of SMART objectives

Advise on appropriate corrective and disciplinary approaches to deal with poor performance

Graduate Qualities

Bachelor degree programs at Flinders aim to develop, along with more program-specific professional competencies, the core qualities listed here. These expected graduate qualities shape the more detailed educational aims and learning outcomes which are specified for each course and topic. Flinders University’s Bachelor degree programs aim to produce graduates:

who are knowledgeable

who can apply their knowledge

who communicate effectively

who can work independently

who are collaborative

who value ethical behaviour

who connect across boundaries 4. LECTURES The contact time for this topic consists of one 2-hour lecture and one 1-hour tutorial per week. 4.1 Lectures


Lecture

(1) 30 Jul -

05 Nov

Wednesday 09:00 -

10:50

Social

Sciences Sth:

005

Video recording of lectures Recording is not available for these lectures. Lecture slides (Powerpoints) Lecture slides of each week’s lecture are available on FLO several days before the actual lecture. Students wishing to have a hard copy of the slides at the time of the lecture should print a copy from FLO.


5. LECTURE OUTLINE AND READING GUIDE

Week Lecture date

Lecture topic Reading

1 Wed 30 July

Topic administration and Introduction to Reward and Performance Management

Topic guide, lecture handouts & accompanying material

Chapter 1 (Martocchio)

2 Wed 6 August

Traditional Bases for Pay


3 Wed 13 August

Incentive pay Chapter 4

(Martocchio)

4 Wed 20 August

Person-focused pay Chapter 5 (Martocchio)

5 Wed 27 August

Building internally consistent compensation systems


6 Wed 3 Sep

Building market-competitive compensation systems/ Building pay structures that recognize employee contributions

Chapter 7/8

(Martocchio)

7 Wed 10 Sep

Discretionary Benefits & Executive compensation

Chapters 9 & 12 (Martocchio)

8 Wed 17 Sep

Mid-semester Test (This test includes all preceding topics)

Performance Management and Reward Systems in Context

Chapter 2 (Aguinis)

9 Wed 8 Oct

Defining Performance and Choosing a Measurement Approach/Measuring Results & Behaviours

Chapter 4&5 (Aguinis)

10 Wed 15 Oct

Implementing a Performance Management System

Chapter 7 (Aguinis)

11 Wed 22 Oct

Performance Management & Employee Development

Chapter 8 (Aguinis)

12 Wed 29 Oct

Managing Team Performance Chapter 11 (Aguinis)

13 Wed 5 Nov

No lecture – tutorial only


6. TUTORIALS Students are required to attend one 50-minute tutorial per week. Tutorials commence in Week 2

Tutorial

06 Aug -

05 Nov

Wednesday 11:00 -

11:50

Law/Commerce:

2.44

06 Aug -

05 Nov

Wednesday 13:00 -

13:50

Law/Commerce:

2.45

Any change to a student’s tutorial time can be made by the Topic Coordinator only. Tutorial content will be based on the material presented in the lectures in the week prior to the tutorial. Preparation of answers in advance of tutorials is required to allow you to participate in class discussions. Detailed information regarding tutorials is below.

Week Tutorial date

Chapter Questions

2 Wed 6 August


Discussion questions: Q1,Q2,Q3,Q4 Discussion - Assessment 3: Group formation and case allocations

3 Wed 13 August

Chapter 3

(Martocchio) Discussion questions: Q1, Q3 Discussion - Assessment 4: Working with your data set

4 Wed 20 August


Discussion questions: Q1,Q,2,Q5

Group Case Presentation 1

5 Wed 27 August

Chapter 5

(Martocchio) Group Case Presentation 2 Discussion questions: Q1, Q3,

6 Wed 3 Sep

Chapter 6

(Martocchio) Group Case Presentation 3 Discussion questions: Q1

7 Wed 10 Sep

Chapter 7/8 (Martocchio)


Discussion questions: Q2, Q3

8 Wed 17 Sep

Chapters 9 & 12 (Martocchio)

Discussion questions: Q1-Q5

9 Wed 8 Oct

Chapter 2 (Aguinis)

Group Case Presentation 5 Aguinis Case: 2-1 (all questions)


10 Wed 15 Oct

Chapter 4 & 5 (Aguinis)

Group Case Presentation 6 Case 4-2 (all questions)

11 Wed 22 Oct

Chapter 7

(Aguinis)


Case 7-1 (all questions)

12 Wed 29 Oct

Chapter 8

(Aguinis) Case 8-2 (all questions)

13 Wed 6 Nov

Chapter 11 (Aguinis)

Case 11-1 (all questions)

7. WORKSHOPS/LABS N.A. 8. STUDENT WORKLOAD

Students in this topic are expected to attend all lectures throughout semester, to actively participate in one tutorial each week, to complete all the required reading, to study and access additional resources as required to ensure successful completion of assessment items. Flinders uses units to provide guidance to students on their study plans. It is normally expected that each unit point is equivalent to approximately two hours of study time per week (including both formal contact time in lectures, tutorials etc.) and individual study time during the teaching period, including mid-semester breaks. The expected workload for each 4.5 unit topic is therefore approximately 9 hours per week. Note this is indicative only of the estimated minimum time commitment necessary to achieve an average grade in the topic.

9. STUDENT CONSULTATION You may consult with your tutor regarding topic subject matter at the times specified by them as their official consultation hours, or by prior arrangement. If your tutor is not in their office for some reason during their notified consultation times please see the Business School office staff in room 3.07. Consultation: by appointment

Problems should be directed in the first instance to your tutor for the topic, either during class, in their consultation times, or at a mutually agreed appointment. Apart from arrangements with your tutor, you will only have access to other staff during their stated consultation times.

10. BEING INFORMED For the purposes of this topic you will be deemed to be aware of: 1. The contents of this Topic Guide.

2. Any important announcements made during lectures will be posted on the FLO noticeboard for the topic. It is therefore important that you check your FLO email account and the FLO noticeboard on a regular basis. Copies of all course material (e.g. PowerPoint slides) will be available for download from the topic FLO site.

3. Any announcements made or handouts distributed during your tutorial.


11. ASSUMED KNOWLEDGE & PREREQUISITES This is an advanced level topic. It is assumed knowledge that students understand core theories and concepts of organisational behaviour and human resource management Students will need to complete at least one of the following prerequisites: BUSN1021 Organisational Behaviour, BUSN2009/ BUSN2038 Human Resource Management.

12. TEXTBOOKS You will need continual access to the following texts in order to complete this course. The library may hold only limited copies of the nominated text books and therefore you will need to acquire the books. They have been ordered as a pack. Martocchio, J. J. 2013. Strategic compensation: a human resource management approach (7th ed.). Upper Saddle River, N.J.: Pearson Education. Aguinis, H. 2012. Performance Management (3rd ed.), Upper Saddle River, N.J.: Pearson Education. Copies are available on reserve in the library. 13. REFERENCE BOOKS

In addition to the prescribed Martocchio (2013) and Aguinis (2012) textbook, students may wish to consult alternative textbooks for greater clarification of the theory, and additional case studies and exercises. Some reward and performance management books are recommended below. Those with and asterix (*) are books that are highly recommended General:

Armstrong, M. and Murlis, H. (2004). Reward Management: a handbook of remuneration strategy and practice. 5th Edition, London and VA. Sterling: Kogan Page.

*Becker, B. E., Huselid, M. A., & Ulrich, D. 2001. The HR scorecard: Linking people, strategy, and performance: Harvard Business Press.

*Hor, J., Keats, L., & Holmes, B. 2008. Finders Keepers-How to attract and retain great employees: CCH Australia Limited.

Gomez-Mejia, L.R. & Balkin, D.B. (1992). Compensation, Organizational Strategy and Firm Performance, South-Western.

*Shields, J. (2007) Managing Employee Performance and Reward: Concepts, Practices, Strategies, Cambridge University Press, Melbourne.

Reward Management:

Bergman, T.J. & Scarpello, V.G. (2002). Compensation decision making, 4e, South-Western.

Henderson, R.I. (2006). Compensation management in a knowledge-based world, 10e, Pearson.

Brown, B. & Armstrong, M. (1999), Paying for Contribution. Real Performance-Related Pay Strategies, Kogan Page.

*Gerhart, B., & Rynes, S. 2003. Compensation: Theory, Evidence and Strategic Implications. Thousand Oaks: Sage.

Lawler, E.E. (2000), Rewarding Excellence. Pay Strategies for the New Economy, Jossey

Bass.

*Martocchio, J. J. 2008. Employee benefits: A primer for human resource professionals (3rd

ed.). New York: McGraw-Hill/Irwin.


Milkovich, G., Newman, J., (2005) Compensation, 9th ed. New York: McGraw-Hill/Irwin Publishing.

*Zingheim, P.K. & Schuster, J.P. (2000), Pay People Right! Breakthrough Reward Strategies to Create Great Companies, Jossey-Bass.

Performance Management:

Armstrong, M (2000), Performance Management, second edn, Kogan Page.

*Armstrong, M. & Baron, A. (2004) Managing Performance: Performance Management in Action UK: CIPD ISBN 1843981017

Bacal, R. (1999) Performance Management. USA: McGraw-Hill

Cardy, R.L. (2004) Performance Management: Concepts, skills and exercises. Armonk:

M.E. Sharpe ISBN 0765609665

Gorelick, C. (2004) Performance Through learning: knowledge management in practice.

Oxford UK: Butterworth Heinemann ISBN 075065829

Hale, J. (2004) Performance Based Management: What every manager should do to get results. San Francisco: Jossey Bass Pfeiffer ISBN 0787960365

Kent, B. (2004) Performance Management. Cirencester, UK: Management Books ISBN

1852524499.

Mills, C. (2002) Performance Management under the microscope: A study of Performance Management and appraisal practices in Singapore. Singapore: Singapore Human Resources Institute in association with Core Measures ISBN 981-04-7621-3

Naisby, A. (2002) Fast Track Appraisal and Performance Management. London: Spiro

press

Rampersad, H.K. (2003) Total Performance Scorecard: Redefining management to achieve performance with integrity. Boston: Butterworth –Heinemann ISBN 0750677147

Risher, H. and Fay C. (eds) (1995) The Performance Imperative. USA: Jossey Bass

Rao, T.V. (2004). Performance Management and Appraisal Systems. London, Response Books.

Rudman, R. (2003). Performance Planning and Review: Making Employee Appraisals Work, Australia: Allen and Unwin.

Rummler, G.A. and Brache, A.P. (1995) Improving Performance. 2nd Ed USA: Jossey Bass

*Scholtes, Peter R. (1987), An Elaboration of Deming’s Teachings on Performance Appraisal, Joiner Associates Inc, Madison WI.

Tompkins, N.C. (1997) Managing Employee Performance Problems. USA: Crisp

Tovey, D. (2001) Managing Performance Improvement. Malaysia: Prentice Hall

Webb, J. (2003) Putting Management Back Into Performance. Sydney:Allen and Unwin

Williams, R.S. (2002) Managing Employee Performance: Design and Implementation in Organisations. 2nd Ed. London: Thomson Learning.

Students are encouraged to read beyond the textbook to enhance their learning of reward and performance management. For wider reading, other sources include academic journals. Please note, the list below is by no means comprehensive and is offered as a launching point for additional readings. These journals are available through the Library either in hard copy or online databases.

Relevant Journals: Compensation and Benefits Review. You can browse and download full-text articles from this journal, which are available from the ABI/Inform Global facility in the ‘ProQuest’ e-journal database. ACA Journal/WorldatWork Journal. You can search contents lists of issues of this journal back to 1994 via the homepage of its publisher, the Professional Association for Compensation, Benefits and Total Rewards (formerly the American Compensation Association):http://www.worldatwork.org. For a small $US fee, have specific articles emailed direct to you.


Academy of Management Executive Academy of Management Perspectives Academy of Management Journal Academy of Management Review California Management Review Compensation & Benefits Management Harvard Business Review Journal of Compensation & Benefits Asia Pacific Journal of Human Resources (Aust) British Journal of Industrial Relations (UK) Employee Relations (UK) Harvard Business Review (USA) Human Resource Management (USA) Human Resource Management Journal (UK) Industrial and Labor Relations Review (USA) Industrial Relations Journal (UK) International Journal of Human Resource Management (UK) Journal of Human Resources (USA) Journal of Industrial Relations (Aust) Journal of Management Studies (UK) Labour & Industry (Aust) Sloan Management Review (USA) Women in Management Review (UK) Work, Employment and Society (UK)

The best way to find and access journals is to do a journal title search in the library. Go to: http://www.lib.flinders.edu.au/ then to the section titled: ‘Information Resources - What resources the Library has, and where to find them.’ Click on the access link: ‘Online Journals & Newspapers’

Find the section beginning: ‘Browse in title order”.

0-9 A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

For example, if you were looking for the Asia Pacific Journal of Human Resources (an extremely useful starting point for Australian-related HR articles!), you would click on the ‘A’ (as the title of the journal begins with ‘Asia’). Follow the list down the page until you come to:

‘Asia Pacific journal of human resources 1999- Source: Sage’ then click on this link. Be ready to enter your FAN and password. These title lists are quite large; it may be quicker to search the library catalogue instead.

Relevant Websites: There are a number of quality websites maintained by Australian and US HR bodies which are well worth checking out for material on pay and performance issues:

• Australian Human Resources Institute home page: http://www.ahri.com.au/index.html. AHRI is the premier HRM professional body in Australia and publishes HRMonthly and the Asia Pacific Journal of Human Resources. Students can get free membership of AHRI. The website is: http://www.ahri.com.au/

• Compensation and Benefits Review home page: http://www.amanet.org/news/periodicals/cbr/

• The American Management Association : http://www.amanet.org

http://www.lib.flinders.edu.au/

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http://catalogue.flinders.edu.au/cgi-bin/Pwebrecon.cgi?DB=local&PAGE=First

http://www.ahri.com.au/index.html

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• Professional Association for Compensation, Benefits and Total Rewards (formerly the American Compensation Association): http://www.worldatwork.org. Publisher of WorldatWork Journal (formerly - until 2000 – called the ACA Journal).

• Institute of Management Administration: http://www.ioma.com. Of particular interest here is IOMA’s regularly updated ‘Pay for Performance Report’ which can be accessed’ on http://www.ioma.com/newsletters/pfp. Websites operated by large consulting firms also provide information on compensation issues, though they tend to be very reluctant to release detailed information free to the Net. Here are a few consulting firm sites which may prove informative:

• Cullen Egan Dell: http://www.ced.com.au

• Watson Wyatt Worldwide: http://www.watsonwyatt.com

• Sibson & Company: http://www.sibson.com

• Hewitt Associates: http://www.hewitt.com

• Towers Perrin: http://www.towersperrin.com

• Hay Group: http://www.haygroup.com

Mercer: http://www.mercer.com

• On the issue of executive pay, one of the more fascinating and less reverential sites is that operated by the US peak union body, the AFL-CIO: AFL-CIO Executive Pay Watch: http://www.paywatch.org

• In Australia, the ACTU has an Executive Pay Watch http://www.actu.org.au/Issues/ExecutivePayWatch/default.aspx; also, the Productivity Commission has done an extensive study on it: http://www.pc.gov.au/projects/inquiry/executive-remuneration

A wealth of information on employee share ownership in Australia is available at the website of the House of Representatives Standing Committee on Employment, Education and Workplace Relations’ inquiry into ‘Employee Share Ownership in Australian Enterprises’: http://www.aph.gov.au/house/committee/eewr/ESO/

14. COMPUTER LAB ACCESS Every student enrolled in a Social and Behavioural Sciences topic (including BUSN7018) has their own individual account on the S&BS network. Your Flinders Authentication Name (FAN) (this is the same for lab access, your central email account and FLO access) (i.e. the first four letters of your surname followed by four digits) was sent to you when you first enrolled at Flinders. Your initial password will be the last four digits of your student ID number followed by the first four digits of your birth date (e.g. if your student ID number is 9912345 and you were born on 12 February 1981, your initial password would be 23451202). It is best to change your password as soon as possible. If you experience any difficulties with computer network access contact the Computer Support Helpdesk area in Social Sciences North (telephone access is available in the computer labs). Students at Victoria Square classes should contact the Computer Support Helpdesk on 8201 3500 for network issues, or the office staff located on the ground floor regarding paper supplies for printers.

http://www.worldatwork.org/

http://www.ioma.com/

http://www.ioma.com/newsletters/pfp

http://www.ced.com.au/

http://www.watsonwyatt.com/

http://www.sibson.com/

http://www.hewitt.com/

http://www.towersperrin.com/

http://www.haygroup.com/

http://www.mercer.com/

http://www.paywatch.org/

http://www.actu.org.au/Issues/ExecutivePayWatch/default.aspx

http://www.pc.gov.au/projects/inquiry/executive-remuneration

http://www.pc.gov.au/projects/inquiry/executive-remuneration

http://www.aph.gov.au/house/committee/eewr/ESO/


15. TOPIC FLO SITE AND OTHER USEFUL INTERNET SITES BUSN3032 Reward and Performance Management Flinders Learning Online (FLO) Site The Topic Name FLO site is accessible through the iFlinders Student Portal accessible from i.flinders.edu.au.

Students are required to login on a regular basis to check topic announcements, mail and discussions.

What is FLO for? Flinders Learning Online (FLO) (formerly called WebCT) provides additional support for students enrolled in this topic via access to materials through the Internet. All handouts distributed in lectures will be available via the FLO site, as well as all topic information, staff details, assessment details and announcements.

The site allows you to communicate with teaching staff and with other students. Staff may use the site to make announcements, provide feedback and answer frequently asked questions.

Features of Flinders Learning Online:

Topic information (e.g. aims and learning outcomes, staff, assessment, deadlines, study schedule, etc.).

Downloadable copies of all handouts.

Audio of lectures in mp3 format.

Calendar of critical dates (eCalendar).

Details of policies (e.g. supplementary exams, plagiarism, etc.).

Links to useful web sites (including professional bodies, other business/accounting related sites, Library, Flinders Business School).

Internal FLO email. This email facility will be used on a regular basis to communicate with students. You should therefore ensure that you check you FLO email regularly.

Announcements will be posted on the announcements board, and may also be emailed to your FLO email account.

Help with FLO: You are encouraged to enrol in a FLO workshop in the library (if you have not already attended one in a prior year). Technical problems should also be referred to library staff. Staff in the Flinders Business School can only provide help with the topic and cannot provide technical support.

Privacy Information: Students should be aware that the topic coordinator is able to access information about students’ use of the FLO site. For example, a record of which pages were visited, when, for how long and what has been downloaded are maintained for every student enrolled in the topic.

http://i.flinders.edu.au/


16. TOPIC/YEAR LEVEL PRIZE To be confirmed 17. ASSESSMENT

A copy of the Statement of Assessment Methods is attached to this document. There is a mid-semester test. There is no end of semester examination for this topic. Format of each form of assessable work Proportion of

total marks

Deadline for submission*

Penalties to be applied if deadline is not met

Date work is expected to be returned to students

1.Tutorial attendance and participation

10% n/a 5 out of 12 tutorials must be attended or a zero mark will be given

2. Mid-Semester Test (in Lecture)

15% 17/9/14 Zero mark 24/9/14

3.In tutorial case presentation (Group)

20% 1 week during weeks 3-7 and 9-12 Write-up 7 days after case presentation

Zero mark 5 days after write-up submitted

4. Remuneration management portfolio 25% 6/10/14 Zero mark 16/10/14

5. Individual assignment

30% 3/11/14 Zero mark 10/11/14

Notes on Assessment

1. In order to pass this topic, students must achieve an overall mark of 50% or more.

They must also complete all of the assessment components listed above.

2. Failure to submit or complete all of the assessment components for this topic is deemed to constitute failure to meet assessment requirements for the purposes of eligibility for supplementary assessment on academic grounds. See also the Statement of Assessment Methods (attached).

3. Legible hand-writing and the quality of English expression are considered to be integral parts of the assessment process. Marks may be deducted in the final examination because of poor hand-writing.

4. Lodging of Assignments. Assignments must be lodged on FLO by 11.59 p.m. on the due

date. Any assignment received after this time will be dealt with as follows: Where no extension has been granted, a penalty of 20% of the allocated mark per day overdue up to 72 hours after the deadline. Assignments submitted more than 72 hours after the deadline will not be marked. You must keep a copy of the final version of all assignments you submit.

Assessment Details


Assessment 1 - Tutorial Attendance and Participation (10%) You will be assessed on your participation in class. Clearly this is connected to attendance, and so failure to attend a class will result in zero marks for participation that week. Your participation will be assessed according to: - The extent to which you have prepared for the tutorial - Your ability to ask and answer relevant questions - Your engagement in discussion and debate - Your ability to encourage others to speak and to actively listen to their views Ample opportunity will be provided for you to engage in class discussions in smaller groups. However, your participation does not depend on how much you say, so much as the quality of your contribution. Assessment 2 – Mid Semester Test (15%) The topics to be assessed are those from ‘Strategic compensation: A component of Human Resource systems’ up to, and including ‘Discretionary Benefits & Executive compensation’. There will be no supplementary opportunity for the Mid Semester Test. Students who do not attend, without medical evidence of incapacity will receive zero (0) for this part of the assessment. Students who provide medical evidence to the Topic Co-ordinator of their medical or acceptable compassionate incapacity to sit the multiple-choice test will have the 15% re-assigned to other assessment components. A normal Application for Supplementary Assessment Form together with documentary evidence of medical or compassionate incapacity must be physically in the hands of the Topic Co-ordinator by 5.00 pm on Friday 20th September 2014 (a telephone call or an email will not suffice). The Topic Co-ordinator will be the final arbitrator on the validity of the application. No correspondence will be entered into.

Assessment 3 – Group Case Presentation in Tutorial (Presentation 10%, Case question write-up 10%)

This assignment involves the group presenting a strategic compensation case to a tutorial class and providing a written report answering a case question (maximum 500 words). Presentation

Time allocated for the presentation is 30 minutes

The presentation must include the following:

An overview of the case

An interactive exercise that engages the class in a discussion or activity regarding the case and the case questions.

Write-up Groups are required to provide a short write-up of their case (maximum 500 words) that addresses the case question. Groups are expected to research their answer to the case beyond the text book. Details of cases and questions are at the back of the topic guide. This assignment involves the researching an examination of the academic literature to answer a topic below. Details are at the back of the topic guide.


Assessment 4 – Remuneration Management Portfolio (25%)

This assignment involves applying remuneration management principles to a remuneration data set. Students will be required to use Microsoft Excel to work with their data set. Details are at the back of the topic guide.

Assessment 5 – Individual Assignment (30%)

This assignment involves the researching and examination of the academic literature to investigate a performance management topic. Details are at the back of the topic guide.


Grade Descriptors

In line with the University's assessment policies and procedures in relation to grading for topics, the following notations will be used. Final grade descriptors are taken from the University’s Student Related Policies and Procedures, under Assessment Policies and Procedures (6.1 Final Grades), which indicate the standards necessary to achieve each of the final grades.

Grade (Notation)

Percentage Range

Final Grade Descriptor

Pass Level (P)

50-64

The grade will be awarded where there is evidence that a student has undertaken the required core work for the topic and has demonstrated at least an adequate level of knowledge/understanding/competencies/ skills required for meeting topic objectives and satisfactorily completing essential assessment exercises.

The student would normally have attained an adequate knowledge of matter contained in set texts or reading materials, and demonstrated familiarity with major academic debates, approaches, methodologies and conceptual tools.

Pass is the highest grade which can be achieved in a supplementary assessment granted on academic grounds.

Credit (CR) 65-74

The grade will be awarded where there is evidence that a student has undertaken all of the required core work for the topic and additional work in wider areas relevant to the topic, and has demonstrated a sound level of knowledge/understanding/competencies/skills required for meeting topic objectives and completing assessment exercises at a proficient standard.

The student would normally have attained a sound knowledge of matter contained in set texts or reading materials and have done wider reading, and demonstrated familiarity with and the ability to apply a range of major academic debates, approaches, methodologies and conceptual tools.

Students should have a reasonable opportunity of reaching this grade provided they have completed all course requirements, demonstrated proficiency in the full range of course objectives and shown considerable evidence of a sound capacity to work with the range of relevant subject matter.

Distinction (DN)

75-84

The grade will be awarded where there is evidence that a student has undertaken all of the required core work for the topic at a high level and considerable additional work in wider areas relevant to the topic, has demonstrated advanced knowledge/understanding/competencies/skills required for meeting topic objectives and completing assessment exercises at a high standard.

The student would normally have attained an advanced


knowledge of matter beyond that contained in set texts or reading materials and have done considerable wider reading, and have demonstrated a broad familiarity with and facility at applying a range of major academic debates, approaches, methodologies and conceptual tools.

The grade should reflect very high quality work which shows the student generally works at a level which is beyond the requirements of the assessment exercise and is developing a capacity for original and creative thinking.

High Distinction (HD)

85-100

The grade will be awarded where there is evidence that a student has undertaken the required core work for the topic at a high level and considerable additional work in wider areas relevant to the topic, has demonstrated the acquisition of an advanced level of knowledge/understanding/competencies/skills required for meeting topic objectives and passing the range of topic elements at the highest level.

The student would normally have attained an in-depth knowledge of matter contained in set texts or reading materials and undertaken extensive wider reading beyond that which is required or expected. The student would have consistently demonstrated a high level of proficiency at applying a range of major academic debates, approaches, methodologies and conceptual tools and combining knowledge of the subject matter of the topic with original and creative thinking.

The grade will be awarded in recognition of the highest level of academic achievement expected of a student at a given topic level.

Fail (F) 0-49

The grade will be awarded if a student is unable to demonstrate satisfactory academic performance in the topic or has failed to complete essential topic elements or required assessment tasks at an acceptable level, in accordance with topic objectives.

You are also advised to carefully read the Statement of Assessment Methods form

attached to this Topic Guide. In addition to reiterating information outlined above, it includes other important information of which all students enrolled in this topic should be aware.

18. EXTENSIONS AND LATE SUBMISSION OF ASSIGNMENTS

Extensions for assignments may be granted in exceptional circumstances only, and will only be granted on medical or compassionate grounds. A student must approach the Topic Coordinator prior to the submission deadline to seek such an extension. Documentary evidence supporting the requested extension (e.g. a medical certificate covering a sufficient relevant period prior to the due date) will be required.

Where no extension has been granted late submissions will be dealt with as follows: A penalty of 20% of the allocated mark per day or part thereof overdue, up to 72 hours

after the deadline.


Assignments submitted more than 72 hours after the deadline will not be marked. 19. STUDENT SUPPORT

Flinders Business School provides support for all its students in English language, writing, numerical skills and plus additional support is available for specific first year topics. Information about the Flinders Business School Steps to Success Programme (STS) will be provided in lectures, on noticeboards and via the Steps to Success web site at: www.flinders.edu.au/sabs/business/current_students/sts/

20. ACADEMIC INTEGRITY POLICY

All students and staff have an obligation to understand and respect the rules and practice of academic integrity. It is therefore expected that students and staff will adhere to high standards of academic integrity. The full policy can be found in the Student Related Policies and Procedures Manual or on the University Web site:

http://www.flinders.edu.au/ppmanual/student/SecC_b.htm

The following, highlighted, extract is taken from the University’s Policy on Academic Integrity.

2 Academic Integrity

2.1 Academic integrity means that all work which is presented is produced by the student alone, with all sources and collaboration fully acknowledged.

2.2 Any failure to meet the requirements of academic integrity in any form of academic work will be regarded as a breach of the requirements of academic integrity and, depending on the circumstances and the nature of the breach, consequences including penalties may be expected to follow. Breaches of academic integrity may include plagiarism, collusion, fabrication, falsification, double submission of work and misconduct in examinations.

2.2.1 Plagiarism

Plagiarism is the use of another person's words or ideas as if they were one's own. It may occur as a result of lack of understanding and/or inexperience about the correct way to acknowledge and reference sources. It may result from poor academic practice, which may include poor note taking, careless downloading of material or failure to take sufficient care in meeting the required standards. It may also occur as a deliberate misuse of the work of others with the intent to deceive. It may include, but is not restricted to:

presenting extracts, without quotation marks and/or without appropriate referencing, from books, articles, theses, other published or unpublished works, films, music, choreography, working papers, lecture or conference papers, internal reports, computer software codes, lecture notes or tapes, numerical calculations, data or work from another student. In such cases, it is not adequate merely to acknowledge the source. This applies to material accessed in hard copy, electronically or in any other medium;

close paraphrasing of sentences or whole paragraphs with or without acknowledgement by referencing of the original work;

adopting ideas or structures from a source without acknowledgment;

using source codes and data from other's work without acknowledgement;

arranging for someone else to undertake all or part of a piece of work and presenting that work as one's own;

http://www.flinders.edu.au/sabs/business/current_students/sts/


submitting another student's work whether or not it has been previously submitted by that student.

2.2.2 Collusion Collusion occurs when a student submits work as if it has been done individually when it has been done jointly with one or more other person unless the topic coordinator has indicated that this is acceptable for the specific piece of work in question.

2.2.3 Other breaches of the requirements of academic integrity

Other breaches of the requirements of academic integrity may include:

submission of the same piece of work for more than one topic unless the topic coordinator(s) have indicated that this procedure is acceptable for the specific piece of work in question;

providing another student with the means of copying an essay or assignment.

21. DISCUSSION OF RESULTS

Students may not discuss with staff the content of examinations, their performance therein, or topic results, until final grades have been officially released by the University.

22. TUTORIAL PARTICIPATION N.A. See Assessment Item 1 above.

23. ASSIGNMENT EXPECTATIONS You should note the following requirements relating to the assignments in this topic

You must keep a copy of the final version of all assignments you submit.

Written assignments must be submitted with the appropriate, fully completed Assignment

Cover Sheet (see below).

Late submissions will be penalised (see below).

Assignment extensions are only granted under exceptional circumstances (see below).

Failure to submit any or all of the assignments for this topic is deemed to constitute failure

to meet the assessment requirements for the purposes of eligibility for supplementary

assessment on academic grounds.

Plagiarism and other forms of academic dishonesty (including collusion) are treated as

serious offences by the University and are subject to harsh penalties, which may include

expulsion from the University. Ensure that you have read and understood the University’s

policy on academic dishonesty, as contained in the Student related Policies and

Procedures Manual. A copy of the relevant section of the policy is included later in this

Topic Guide for your convenience.

24. WITHDRAWAL DEADLINES Certain deadlines apply to students regarding enrolment and withdrawal. Details of

withdrawal deadlines for the current semester may be viewed at: www.flinders.edu.au/studentinfo/important_dates.htm

http://www.flinders.edu.au/studentinfo/important_dates.htm


STATEMENT OF ASSESSMENT METHODS - 2014 Students' attention is drawn to the Student Related Policies and Procedures Manual 2013 (http://www.flinders.edu.au/ppmanual/student.html), which outlines the University’s Assessment Policy.

Topic number and title: BUSN 3032, Reward and Performance Management

Units:4.5

Date on which this statement was provided to students: 21/7/14

Duration of topic: 1 semester

School(s) responsible for topic: Flinders Business School

Topic Coordinator: Valerie Caines

Telephone number of Topic Coordinator: 0477 857 042

Expected student workload* (http://www.flinders.edu.au/ppmanual/student/SecC_expected.html ): number of hours per week or in total (specify).

* Indicative only of the estimated minimum time commitment necessary to achieve an average grade in the topic. Expected student workload should be based on the standard student workload of approximately 30 hours of student time commitment per unit.

Details of assessable work in the topic. (Optional forms of assessment, where permitted, are also detailed):

Format of each form of assessable work

Proportion of total marks

Deadline for submission*

Penalties to be applied if deadline is not met

Date work is expected to be returned to students

1.Tutorial attendance and participation

10% n/a 5 out of 12 tutorials must be attended or a zero mark will be given

2. Mid-Semester Test (in Lecture)

15% 17/9/14 Zero mark 24/9/14

3.In tutorial case presentation (Group)

20% 1 week during weeks 4-7 and 9-11 Write-up 7 days after case presentation

Zero mark 5 days after write-up submitted

4.Remuneration management portfolio

25% 6/10/14 Zero mark 16/11/14

5.Individual assignment

30% 3/11/14 Zero mark 10/11/14

* Extensions may be granted by a topic coordinator where the following criteria apply:

• the student has made a written request for an extension prior to the due date for the assessment item; • the student has justified the request on the basis of unforeseen individual circumstances that are reasonably

likely to prevent completion of the assessment by the specified due date.

The criteria for successful completion of the topic (including, where appropriate, the achievement of a certain minimum level of competence in both the theoretical and practical components of the topic and details of special requirements concerning particular elements or aspects of the topic such as attendance/participation requirements, group activity) are as follows:

http://www.flinders.edu.au/ppmanual/student.html

http://www.flinders.edu.au/ppmanual/student/SecC_expected.html


STATEMENT OF ASSESSMENT METHODS – 2013

Alignment of Assessment with Expected Topic Learning Outcomes

On completion of this topic, students will be expected to be

able to: Assessment items relating to each Learning Outcome

LO1: Advice on the design and implementation of appropriate reward policies aligned to organisational objectives

1,2,3,4

LO2: Analyse and redesign an existing job set to improve performance and employee satisfaction

3,5

LO3: Conduct an appraisal interview, and give sensitive feedback, including the setting of SMART objectives

1,5

LO4: Advise on appropriate corrective and disciplinary approaches to deal with poor performance

1,5

LO5: Advice on the design and implementation of appropriate reward policies aligned to organisational objectives

3,4

Alignment of Assessment with Graduate Qualities (only include for topics offered in undergraduate courses)

Flinders University’s Bachelor degree programs aim to produce graduates who:

Assessment items relating to each Graduate Quality

GQ1. Are knowledgeable

2,3,4,5

GQ2. Can apply their knowledge

3,4

GQ3. Communicate effectively

1,3

GQ4. Can work independently

2,4,5

GQ5. Are collaborative

1,3

GQ6. Value ethical behaviour

1,3,4

GQ7. Connect across boundaries.

1,3

Detection of Breaches of Academic Integrity

Staff may use a range of methods (including electronic means) to assist in the detection of breaches of academic integrity. In addition, the University makes available for staff and student use the electronic text matching software application – Turnitin.

Will the electronic text matching software application Turnitin be used? No

If Yes, students will receive a written statement describing how the software will be used and be advised about the Flinders Learning Online Academic Integrity site.

Will scaling procedures be used in determining marks for each piece of work or for determining the final topic grade? No


Details of scaling procedures:

May assessment exercises be resubmitted after revision for re-marking? No The circumstances under which assessment exercises may be resubmitted, the form this may take and the maximum mark obtainable are as follows:

Students who believe that their ability to satisfy the assessment requirements for this topic has been or will be affected by medical, compassionate or other special circumstances and who want these circumstances to be taken into consideration in determining the mark for an assessment exercise may apply to the Topic Coordinator of the topic for special consideration. The preferred method of application is: specify

Supplementary assessment for this topic may be approved on the following grounds:

• Medical/Compassionate – a student who is unable to sit or remain for the duration of the original

examination due to medical or compassionate reasons may apply for supplementary assessment. If illness or special circumstance prevents the student from sitting or remaining for the duration of the scheduled supplementary examination, or from submitting by the agreed deadline a supplementary assessment exercise, the student will be either: awarded a result in the topic of Withdraw, Not Fail (WN); or be offered the opportunity to demonstrate competence through an alternative mechanism. If illness or special circumstance is demonstrated to persist up to the commencement of the next academic year, then the student will be awarded a result in the topic of WN.

• Academic – a student will be granted supplementary assessment if he/she: achieves an overall result in

the topic of between 45 and 49%, (or between 40 and 49% where a student obtains a fail grade in the last 12 units required for completion of a course) or the equivalent where percentage marks are not awarded; has completed all required work for the topic; has met all attendance requirements; and obtains at least a pass level grade in any specific component of assessment (other than an examination) for the topic where this is explicitly stated to be a formal requirement for the successful completion of the course or topic. If illness or special circumstance prevents the student from sitting or remaining for the duration of the scheduled supplementary assessment, the student will be either: awarded a result in the topic of Withdraw, Not Fail (WN); or be offered the opportunity to demonstrate competence through an alternative mechanism. If illness or special circumstance is demonstrated to persist up to the commencement of the next academic year, then the student will be awarded a result in the topic of WN.

A student with a disability, impairment, or medical condition who seeks reasonable adjustments in the teaching or assessment methods of a topic on the basis of his/her disability may make a request to the Topic Coordinator or the Disability Advisor as soon as practicable after enrolment in the topic. Any such reasonable adjustments must be agreed in writing between the student and the Topic Coordinator and must be in accordance with related University policy. A student who is dissatisfied with the response from the Topic Coordinator or with provisions made for reasonable adjustments to teaching or assessment methods may appeal in writing to the Faculty Board.

21/7/2014 ..................................................... ......................

Signature of Topic Coordinator Date


BUSN3032 Reward and Performance Management

Assessment 3 – Group Case Presentation (Presentation 10%; Written Report 10%)

Date due: Various See Below Groups will research and present a strategic compensation case in their tutorial. Groups will be formed and cases allocated in Week 2. Case presentations will commence in Week 4.

Step 1 – 1. Form groups of up to 4 people who will work together as a team.

2. In your first 1-2 weeks as a group, develop a team charter which outlines the team’s objectives, tasks, roles and responsibilities for each of the team members.

Step 2 – Review case and design presentation 1. Review your allocated case and case question 2. Develop your presentation ensuring that it provides an overview of the case and engages

the class in discussion regarding the case. It may also include an activity related to the case.

3. Find out what existing research has already been carried out and published on the issue that you are planning to do the project on (see below) and related reward and performance management issues. Your search should concentrate on journal articles from quality sources – a good starting point is Google Scholar, Proquest or any of the library’s business databases. Each team should collect a minimum of 2 sources dated 2000 or later. DO NOT use Wikipedia, unreferenced internet sources, or basic OB texts.

4. Review the literature and incorporate this in the write-up (see below).

Step 3 – Presentation (10%) 1. On your tutorial week you are required to make a 30 minute presentation to your tutorial

group. It is held before the submission deadline of the written report so that the group can incorporate feedback from peers and tutors/ lecturers into their final submission.

2. Presentation Date: see below

Step 4 – Written Report (10%) (Length 500 words (+/- 10%)) 1. Based on your review of the literature, the learning from in your lectures, tutorials and

textbook, and your personal work and professional work experiences, put together a report that addresses the case question.


All cases can be found in the text - Martocchio, J. J. 2013. Strategic compensation: a human resource management approach (7th ed.). Upper Saddle River, N.J.: Pearson Education.

No. Presentation Date Case & Question Write-up submission due

1 Week 4: 20/8/14 Competitive Strategy at Sportsman Shoes– Chapter 1, Q2.

27/8/14

2 Week 5: 27/8/14 Individual or Team Rewards – Chapter 4, Q3.

3/9/14

3 Week 6: 3/9/14 Person-focussed pay at Mitron Computers – Chapter 5, Q3.

10/9/14

4 Week 7: 10/9/14 Internal Consistency at Customers First – Chapter 6, Q3.

17/9/14

5 Week 9: 8/10/14 Nutriment’s New Hires – Chapter 7, Q2.

15/10/14

6 Week 10: 15/10/14 A New Sales Representative – Chapter 8, Q3.

22/10/14

7 Week 11: 22/10/14 CEO Pay in the News – Chapter 12, Q2.

29/10/14

Students should bear in mind the following marking criteria when writing their group project.

Assignment Structure The structure of the write should include: The question being answered A main body that answers the question. A formal report/essay structure is not required. The referencing applied in this assignment should:

Contain at least (2) two academic references (see below for greater detail);

Use quality academic references (see below for greater detail); Employ the Harvard system when citing references within the body of the essay and in the

reference list (see below for greater detail). Assignment Style and Presentation The style and presentation of the assignment should: Be typed in double or 1.5 line spacing on one side only of single sheets of A4 paper; Employ 12 pitch readable font (e.g. Arial, Times New Roman, Garamond); Have a 3cm margin on both left and right sides of the text; Contain sound spelling and grammar.


Referencing Referencing is an important component of academic writing. Identifying the source of arguments made is paramount to acknowledging others’ research work. When referencing, students should be aware of the conventions required for citing in-text sources, the reference list, and what constitutes a suitable academic source. The referencing applied in this assignment should contain at least eight academic references, use quality academic references, and employ the Harvard

system when citing references within the body of the assignment and in the reference list. The following paragraphs explain these issues in greater detail.

Citing in-text references The Harvard System of referencing places references in the text, giving the author’s surname,

year of publication and page number, if appropriate. Page numbers should only be provided in-text when a quote is used.

Footnoting should not be used to reference sources. Footnoting should only be used to provide additional information that would otherwise disrupt the flow of the text or distract the reader.

Where a reference contains three or more authors, the first time this reference is cited, all authors’ surnames must be stated (e.g. Ho, Kummerow, & Iverson, 2007). Thereafter, the citation contains the first named author and then ‘et al.’ (e.g. Ho et al., 2007).

Reference list: At the end of the assignment, the full details of only those references cited in the assignment

text must be provided in the reference list. References should be listed in alphabetical order by the first author’s surname. Academic references: Students may cite the course prescribed textbook, but are expected to move beyond this

resource. Students should conduct their research of the literature from academic journal articles and

academic books. A list of examples for such journals can be found on in this Course Outline. Academic references are articles and books which contain new theoretical and empirical

developments based on research studies. There are several ways to determine whether the reference is an appropriate academic source. First, academic articles are found in journals, not professional and general magazines or newspapers. Second, academic articles generally contain several sections: Abstract, introduction, review of the literature/development of hypotheses, method, results, analyses/discussion, and conclusion. Third, academic articles usually do not contain pictures or photographs (not including diagrams, tables, and graphs). Finally, academic books offer new insights into the topic.

It is expected that the reference list of the student’s assignment is not drawn solely from textbooks. Textbooks are summaries of other people’s work and do not contain new research findings.

References sourced from textbooks (other the course prescribed textbook), newspapers, professional and general magazines, internet sites, and the business press can be cited, but will not count towards the minimum requirement of eight academic references. The only exception is for academic journal articles that are accessed from the university library’s main catalogue and electronic databases.


BUSN3032 Reward and Performance Management Assignment 3 – Group Case (Presentation)

Feedback form

Student Name Student Number

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Marking criteria

Poor Satisfactory Good Excellent

1. The presentation clearly explains the case to the class.

2. The group facilitation of the tutorial discussion/exercise demonstrates evidence of critical thinking, use of relevant theory, appropriate analysis.

3. The presentation is logical and well-structured.

4. The presentation makes effective use of presentation resources.

5. The presentation demonstrates effective teamwork including clear integration of components presented by different speakers.

Comments and feedback Overall grade …………….


BUSN3032 Reward and Performance Management Assignment 3 – Group Case (Write-up)

Feedback form


…………………………………………………… ……………………………

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Marking criteria Poor Satisfactory Good Excellent

1. The write-up clearly and effectively addresses the question.

2. The review of the literature is appropriate and relevant

3. The write-up demonstrates effective and appropriate use of examples.

4. The write-up’s integration of findings with the theory and application was appropriate and effective.

5. References are used effectively and correctly.

6. Presentation of the write-up is professionally appropriate (i.e. demonstrates use of appropriate font, lay-out, spell-check, page numbering, proofreading etc.)




Assessment 4 – Remuneration Management Portfolio (25%)

Date due: Monday 6th October 2014

You are the Remuneration and Benefits Coordinator for a medium-sized engineering company –

Concord Engineer Pty Ltd, which employs 230 people, 170 who are engineers.

In the Excel spreadsheet on FLO you have been provided with the following remuneration details

for your engineering staff:

1. Surname

2. Current grade level

3. Total fixed pay (including superannuation)

As part of your role you are required to manage the remuneration of the engineering group. Below

is a series of 7 tasks that you are required to complete. Each task should be completed in order to

ensure your answers are correct. To do these tasks you will need to perform basic/intermediate

functions on Microsoft Excel.

As you complete each task you should record your results in a word document which you will

submit to the tutor for assessment by the due date.

Task 1 – January 2013 - 5 Marks

The CEO has asked you to calculate the minimum, maximum and median salaries for each

Engineering Grade Level (E1-E5).

Calculate these using Excel and record your answers.

Bonus mark – present this data in a graph.

Task 2 – March 2013 – 5 marks

The company has a Jan – December financial year. The Board have just met to discuss the last

year’s results and the approval of pay increases. The Board has agreed to an across-the-board 3.5%

increase. Apply this increase to all the Engineering employees and recalculate the median total

fixed pay for each grade level.

What will the new total fixed pay be for the following employees: Wang, Minns, Viljoen & Ats?

Record your answers.


Task 3 – May 2013 – 5 marks

The following staff movements have occurred in May:

Dwyer – promoted to E2

McLean – resigned

Percival – new appointment at E1 - $57,000

Hart – resigned

Eddington – promoted to E3 (+2% salary increase)

Colliver – promoted to E4 (+3% salary increase)

What is the new salary for Eddington & Colliver?

Make the necessary adjustments to your spreadsheet so that you can answer the questions in Task 4.

Task 4 – July 2013 – 5 marks

Viljoen has come to you threatening to resign as she feels her salary is lowest in her grade and she

could get more money somewhere else. Is her perception right? What advice will you give her?

Calculate the comparison ratio (compa-ratio) for the Percival, Eddington & Colliver against the

median for their grades and record your answers.

Compa ratio = Current total fixed pay i.e $50,000 = 0.96

Median for grade $52,000

Task 5 – September 2013 – 5 marks

Concord has lost a significant contract and is in financial difficulty. The Chief Financial Officer has

suggested that a short term solution could be to give staff a pay cut. He has suggested pay cuts as

follows:

E1-3 - 2%

E4 – 3%

E5 – 5%

Calculate how much money this would save the company in one full year.

What are the advantages and disadvantages of giving employees a pay cut?

Task 6 – November 2013 – 10 marks

The CEO has raised concerns that there are too many pay anomalies within the Engineering grading

structure. Using the spreadsheet data you calculated in Task 3 – calculate the comparison ratio for

each employee against the median of their grade level.

Identify those employees with a comparison ration of 1.20 and greater. Suggest reasons for any

high comparison ratios.


Task 7 – January 2013 – 15 marks

Grant Forbes a Senior Project Manager has been given the task of looking after the graduate

program. Graduates typically enter the company at E1 however in recent times graduates with

Masters, PhD qualifications or some work experience (usually 1-2 years) have come in at E2. For

example, Parks and Simons were recently recruited directly from Melbourne University on

completion of their PhD and joined at E2. Forbes is concerned that Concord is not paying

competitively for graduates and has asked you to look into it and make some recommendations.

You have purchased a survey from APESMA – June 2013 Professional Engineering Remuneration

Summary Report to assist you determine how Concord’s graduate salaries compare to the market.

Use the graduate salary information above (note: you will need to add 9.25% to these salaries to get

the total fixed pay) answer the following questions:

a) What is the APESMA survey lower quartile, median and upper quartile for graduates calculated

as total fixed pay (i.e. add on 9.25% for superannuation)?

b) What is Concord Engineering’s current lower quartile (25th percentile), median and upper (75th

percentile) quartile for E1?

c) What is the comparison ratio for each employee at E1 compared to the APESMA median? How

many graduates are paid at or above the median? What could be the reason for this number of

employees?

d) What is the comparison ration for each employee at E1 compared to the APESMA upper

quartile? How many graduates are paid at or above the upper quartile? Why would Concord pay

at the upper quartile?

e) Is Concord Engineering paying its graduates a competitive salary compared to the market?

f) What other factors would influence a graduate’s attraction to working at Concord?


g) What factors should Concord consider when deciding on graduate salaries for 2014?

h) What advise will you give to Grant Forbes?

Marking criteria

Mark

Task 1. Mark out of 5

Task 2. Mark out of 5

Task 3 Mark out of 5





TOTAL out of 50

Total out of 25



Assessment 4 – Individual Assignment - Performance Management Skills (30%)

Date due: 3rd November 2014 You are required to examine in detail a key skill required of managers to effectively manage the performance of their employees and detail your findings in an essay. Your essay should contain a balance of theory and practice demonstrating how theory can be applied in the workplace in terms of policy and practice. Choose one (1) of the following topics/issues:

1. Coaching employees 2. Strategies for giving feedback (including negative feedback) 3. Disciplinary processes 4. Conducting effective performance review meetings 5. Setting employee goals

Step 1 – Conduct Article/ Literature Review: Present proposed bibliography Find out what existing research has already been carried out and published on the issue that you are planning to do the assignment on (see below) and related performance management issues. Your search should concentrate on journal articles from quality sources – a good starting point is Google Scholar, Proquest or any of the library’s business databases. You should collect a minimum of 8 sources dated 2000 or later. Please do not use Wikipedia, unreferenced internet

sources, or basic OB texts. Review the literature and incorporate this in the final report (see below).

Step 2 – Written Report (25%) (length 2000 words (+/- 10%) Based on your review of the literature, the learning from in your lectures, tutorials and textbook, and your personal work and professional experiences, write a report for the CEO that addresses the following issues:

The word limit is 2,000 words. Students should bear in mind the following marking criteria when writing their report.

Assignment Structure The structure of the written assignment should include: An introduction, where it outlines the argument or proposition that is developed in the

assignment and a description of the assignment’s structure; A main body that details a cogent argument or proposition supported by the relevant academic

literature to answer the chosen questions. This section should rely on convincing evidence to prove, develop, and/or illustrate the argument. This assignment should also include an exploration of the implications based on the analyses and arguments for the organisation.

A conclusion, summarises all the key points made and emphasizes the conclusions drawn.


The referencing applied in this assignment should:

Contain at least eight academic references (see below for greater detail);

Use quality academic references (see below for greater detail); Employ the Harvard system when citing references within the body of the essay and in the

reference list (see below for greater detail). Assignment Style and Presentation The style and presentation of the assignment should: Be typed in double or 1.5 line spacing on one side only of single sheets of A4 paper; Employ 12 pitch readable font (e.g. Arial, Times New Roman, Garamond); Have a 3cm margin on both left and right sides of the text; Contain sound spelling and grammar. Referencing

Referencing is an important component of academic writing. Identifying the source of arguments made is paramount to acknowledging others’ research work. When referencing, students should be aware of the conventions required for citing in-text sources, the reference list, and what constitutes a suitable academic source. The referencing applied in this assignment should contain at least eight academic references, use quality academic references, and employ the Harvard system when citing references within the body of the assignment and in the reference list. The following paragraphs explain these issues in greater detail.

Citing in-text references The Harvard System of referencing places references in the text, giving the author’s surname,

year of publication and page number, if appropriate. Page numbers should only be provided in-text when a quote is used.

Footnoting should not be used to reference sources. Footnoting should only be used to provide additional information that would otherwise disrupt the flow of the text or distract the reader.

Where a reference contains three or more authors, the first time this reference is cited, all authors’ surnames must be stated (e.g. Ho, Kummerow, & Iverson, 2007). Thereafter, the citation contains the first named author and then ‘et al.’ (e.g. Ho et al., 2007).

Reference list: At the end of the assignment, the full details of only those references cited in the assignment

text must be provided in the reference list. References should be listed in alphabetical order by the first author’s surname. Academic references: Students may cite the course prescribed textbook, but are expected to move beyond this

resource. Students should conduct their research of the literature from academic journal articles and

academic books. A list of examples for such journals can be found on in this Course Outline. Academic references are articles and books which contain new theoretical and empirical

developments based on research studies. There are several ways to determine whether the reference is an appropriate academic source. First, academic articles are found in journals, not professional and general magazines or newspapers. Second, academic articles generally contain several sections: Abstract, introduction, review of the literature/development of hypotheses, method, results, analyses/discussion, and conclusion. Third, academic articles usually do not contain pictures or photographs (not including diagrams, tables, and graphs). Finally, academic books offer new insights into the topic.

It is expected that the reference list of the student’s assignment is not drawn solely from textbooks. Textbooks are summaries of other people’s work and do not contain new research findings.


References sourced from textbooks (other the course prescribed textbook), newspapers, professional and general magazines, internet sites, and the business press can be cited, but will not count towards the minimum requirement of eight academic references. The only exception is for academic journal articles that are accessed from the university library’s main catalogue and electronic databases.

BUSN3032 Reward and Performance Management Assignment 4 – Individual Assignment (Written Report)

Feedback form


…………………………………………………… ……………………………

Marking criteria Poor Satisfactory Good Excellent

1. The report clearly and effectively addresses the topic

2. The review of the literature is appropriate and relevant

3. The essay demonstrates effective and appropriate use of examples.

4. The essay’s integration of findings with the theory and application was appropriate and effective.

5. References are used effectively and correctly.

6. Presentation of the report is professionally appropriate (i.e. demonstrates use of appropriate font, lay-out, spell-check, page numbering, proofreading etc.)


BUSN3032 Reward and Performance...

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