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21036 Managing Strategic Performance

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2020 is available in the Archives.

UTS: Business: Management
Credit points: 6 cp

Subject level:

Undergraduate

Result type: Grade and marks

Requisite(s): Completionof subject 26100 Integrating Business Perspectivesc Completion of subject 26100 Integrating Business Perspectives
The lower case 'c' after the subject code indicates that the subject is a corequisite. See definitions for details.
These requisites may not apply to students in certain courses.
There are course requisites for this subject. See access conditions.

Description

This subject introduces students to the theory and practices utilised to manage the performance of employees in profit and not-for-profit organisations. It establishes the nature and function of the various components of a strategic performance management system and practices (such as 360 performance, pay-for-performance, etc.). It also exposes students to performance management skills and considers the future direction of strategic performance management.

Subject learning objectives (SLOs)

Upon successful completion of this subject students should be able to:
1. explain the theoretical foundations and developments of performance management
2. distinguish the elements of an effective, integrated performance development system
3. explain the relationships between performance management and various HRM sub-functions as well as understand the roles of managers and staff in the performance development process
4. identify methods of facilitating performance and the advantages and disadvantages of linking pay initiatives to performance, and the use of counselling and progressive discipline in managing employee performance.

Contribution to the development of graduate attributes

This subject introduces students to the theory and practices utilised to manage the performance of employees in profit and not-for-profit organisations. It establishes the nature and function of the various components of a strategic performance management system and practices (such as 360 performance, pay-for-performance, etc.). It also exposes students to performance management skills and considers the future direction of strategic performance management.

This subject contributes to the development of the following graduate attributes:

  • Business knowledge and concepts
  • Critical thinking
  • Communication and interpersonal skills
  • Attitudes and values

Teaching and learning strategies

The subject comprises one 180-minute lecture/seminar on a weekly basis. This generally involves presentation of theoretical material. Students also acquire practical skills in performance management practices. A range of teaching strategies will be used in this subject including group presentations, case study analysis and videos. Students are expected to have read any prescribed reading articles (including the relevant text chapter) prior to class sessions and engage in necessary group discussions.

Content (topics)

  • Organisational factors affecting performance
  • High performance teams and managing high performers
  • Performance management processes: setting goals and measuring results
  • Appraiser attributes: effective coaching and listening
  • Issues concerning implementation-effective performance management processes
  • Equity, justice and fairness in performance management
  • Advantages and disadvantages of reward initiatives
  • The use of counselling and progressive discipline in managing employee performance

Assessment

Assessment task 1: Assignment (Group)

Objective(s):

This addresses subject learning objective(s):

1, 2, 3 and 4

Weight: 30%

Assessment task 2: Essay (Individual)

Objective(s):

This addresses subject learning objective(s):

1 and 2

Weight: 30%
Length:

1,500 words (excluding reference list)

Assessment task 3: Reflective Essay (Individual)

Objective(s):

This addresses subject learning objective(s):

1, 2, 3 and 4

Weight: 40%
Length:

1,500 words (excluding reference list)

Minimum requirements

In order to pass this subject, students must:

  1. satisfactorily complete all items of assessment within unit guidelines
  2. display 80% attendance at lectures and tutorials
  3. submit the Peer Group Evaluation form at the end of each group assessment

Required texts

Contemporary articles and book chapters are used in place of a textbook in this subject. A schedule of weekly topics and the key readings for each week are available on UTSOnline under 'Schedule & Readings'.

References

Some recommended academic reference journals:

  • Academy of Management Journal
  • Academy of Management Review
  • Industrial Relations Journal
  • Asia Pacific Journal of Human Resources
  • International Journal of Human Resource Management
  • Organization Studies
  • Gender, Work & Organization
  • Human Relations
  • Equality, Diversity and Inclusion
  • Journal of Applied Psychology
  • Employee Relations
  • Journal of Industrial Relations

The above journals can be obtained from the UTS Library Electronic Fulltext Databases: www.lib.uts.edu.au/databases/search_databases.py

Other resources

UTSOnline is an integrated teaching and learning component of this subject. It is an internet platform which utilises software called Blackboard. As a UTS student you will be required to become familiar with this software, which is now used in most subjects in the Bachelor of Business degree. In this subject, UTSOnline will be used for the following purposes:

  • as a noticeboard for announcements relating to the subject
  • to provide subject support materials such as the subject outline and lecture slides
  • to provide external links to useful web pages
  • to communicate with students through batch emails. Be sure to forward your UTS email account, if necessary, to an account you check regularly.