University of Regina Faculty of Business Administration Management of Performance. BUS Winter 2013: January 7, 2013 April 17, 2013

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1 University of Regina Faculty of Business Administration Management of Performance BUS Winter 2013: January 7, 2013 April 17, 2013 Instructor: Caroline Graves Phone: (306) daytime (306) (cell.) caroline.graves@uregina.ca Class Time: Monday & Wednesday; 10:00 11:15 a.m. Class Location: Education Building - Room 619 Final Exam: Wednesday, April 17, 2013; 9:00 a.m. 12:00 p.m. Text: Aguinis, H. (2013). Performance Management (3 rd Edition), U.S.A.: Prentice Hall. Course Overview: This course takes the perspective of human resource professionals and is concerned with the design, development, implementation, and evaluation of systems that measure, support, review and appraise individual performance. These systems can help managers improve workforce effectiveness and address performance problems. Prerequisite: BUS 250 (ADMN 250) Course Outcomes & Objectives: Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams as well as aligning their performance with the strategic goals of the organization. Performance management is critical to the success of small and large, for-profit and not-for-profit, domestic and global organizations, and to all industries. Organizations with talented and motivated employees who provide exceptional customer service are likely to outperform their competitors. Only human capital can produce a sustainable competitive advantage, and performance management systems are key tools that can be used to transform employees talent and motivation into a strategic business advantage. In this course, you will learn about the design and implementation of successful performance management systems. The course material and discussions will focus on: 1. Strategic considerations regarding performance management. 2. Detailed information regarding performance management implementation. 3. Employee development. 4. The relationship among performance management, rewards, the law, and teams. 1

2 Special Needs: If there is any student in this course who, because of a disability, may have a need for accommodation, please contact the Coordinator of Special Needs at , in addition to discussing the accommodation with me. General Classroom Etiquette: Your presence will make a big difference to the dynamics of the class and the degree of learning that occurs. Therefore, you are expected to attend class regularly, on time, remain for the whole period, and make a positive contribution while present. All students are expected to participate constructively in class activities. This could consist of, but is not limited to, contributing to class discussions, presenting solutions to assigned exercises, describing work experiences related to topics raised in class, making perceptive comments or asking appropriate questions, bringing in newspaper or magazine clippings of interest to the class, etc. Examinations may reference all text and in-class content. Should you miss a particular class, it is your responsibility to obtain notes, assigned activities, handouts, etc. from another class member. Please turn your iphones, blackberries, or other cell phones off before class begins and put them away during class. Laptops, while not required, are to be used for class purposes only. Log into UR Courses regularly to check for s or any course-related announcements. Students are responsible for bringing appropriate material for class that may be posted on UR courses or as noted in the course outline. Academic Integrity: Students enrolled in Business courses at the University of Regina are expected to adhere rigorously to principles of intellectual integrity. Plagiarism is a form of intellectual dishonesty in which another person s work in presented as one s own. Plagiarism or cheating on examinations/assignments is a serious offence that may result in a zero grade on an assignment, a failing grade in a course, or suspension or expulsion from the University. Course Assessment: Component Due Date Percentage of Final Grade Case Write Up February 11, % Midterm Exam February 27, % Team Project Report March 27, % Final Exam April 17, % Class Participation 10% Case Write Up (10%) Due February 11, 2013: We will discuss a number of case studies throughout the semester. The purpose of the cases and related discussions is to help you apply knowledge from the text and lectures to the analysis of specific situations, to identify and evaluate alternatives, and to determine recommendations. You will have the opportunity to pick one of two possible cases to complete a case writeup on. You will be guided in your analysis by a set of questions that are relevant to that 2

3 case. The two cases and the related questions will be provided to you in the first class. They will subsequently be posted on UR Courses. Your case write-up is to be a maximum of 5 pages. The title page and referencing do not count. Use Times New Roman 12 point font, 1-inch margins, double space, and include page numbers. 80% of the assignment grade will be related to the quality of the analysis and 20% to the quality of writing (i.e., structure, grammar, logical flow). A hard copy of this assignment is to be handed in. submissions are not accepted. Midterm Exam (20%): Will be conducted in class on February 27, No make up exam will be offered. If you miss the midterm, your final exam will be worth an additional 20%. The midterm exam will be comprehensive, covering all material discussed and assigned previously in the semester. Final Exam (30%): The final exam is scheduled for Wednesday, April 17, It will be a closed book, comprehensive exam. Team Project Report (30%) Due March 27, 2013: The goal of the group project is to critically evaluate the performance management system of a real organization. You will approach the HR manager/department and obtain detailed information about the performance management processes used by the organization (focusing on one particular job). You will provide a critical analysis of the current system, including identifying strengths and weaknesses. Using knowledge gained in the class, you will then offer practical and empirically-supported recommendations for how to improve the performance management system. Teams will include 3-4 students per group. One person from each team will be asked to volunteer to send the instructor an no later than February 6, 2013 identifying the names of the members of your team as well as the name of the organization and job you plan to study. Your report is to be a maximum of 10 pages. The title page and referencing do not count. Use Times New Roman 12 point font, 1-inch margins, double space, and include page numbers. 80% of the assignment grade will be related to the quality of the analysis and 20% to the quality of writing (i.e., structure, grammar, logical flow). A hard copy of the assignment is to be handed in. submissions are not accepted. Grades will be assigned evenly to all team members. A peer evaluation process will not be used for grading this project. Team members are expected to work together to set reasonable goals, establish performance expectations, and utilize effective feedback processes. An exemption to the team project may be requested. The project will then be completed on an individual basis. All the same project requirements and deadlines apply. Exemptions will only be granted if students are unable to contribute to teamwork due to work or personal commitments such as travel or other circumstances. An exemption will not be granted solely because of a lack of interest in working in a group. Requests for 3

4 exemption are to be submitted, in writing, to the instructor by end of class on Monday, January 14, The team project is a major portion of the course. You should, therefore, begin working on the project as soon as your team has been established. Late Assignments: Late assignments will be penalized 3% for each day that they are late. Weekend days count as late days. Late submissions must be handed directly to the instructor or must be date-stamped upon receipt by the Faculty of Business Administration office staff. Late assignments will not be accepted after 5 days unless there are extenuating circumstances that have been discussed with the instructor prior to the assignment deadline and the instructor has agreed to extend the deadline. Class Participation (10%): Because this course relies heavily on application and discussion of material, 10% of your grade will be determined from class contribution. Simply showing up for class all the time will only earn you 50% of the participation grade. You will gain points by: Being prepared for class. Participating constructively in class exercises and discussions. Making observations that integrate concepts and discussions. Asking appropriate questions. Describing relevant work related examples. Sharing research, newspaper, or magazine clippings of interest and relevance. You will lose points by: Arriving late to class or leaving class early (without a valid reason). Missing class (without a valid reason). Engaging in inappropriate behavior or comments that take away from the quality of the learning for others (e.g., browsing the internet, letting your cell phone ring). Being unprepared for class. Class Schedule (subject to revision): Week Dates Topic Important Dates 1 Jan. 7 & 9 Introductions and Orientation o Course Outline o Chapter 1 Performance Management and Reward Systems in Context o Case Study 1-2: Performance Management at Network Solutions, Inc. 2 Jan. 14 & 16 Performance Management Process Exemptions to Team Project must be 4

5 Week Dates Topic Important Dates o Chapter 2 requested by o Case Study 2-2: Disrupted Links in the Performance Jan.14th Management Process at Omega, Inc. o Case Study 2-3: Performance Management at the University of Ghana 3 Jan. 21 & 23 4 Jan. 28 & 30 Performance Management and Strategic Planning o Chapter 3 o Case Study 3-1: Evaluating Vision and Mission Statements at PepsiCo o Case Study 3-4: Linking Performance Management to Strategy at Procter & Gamble Defining Performance and Choosing a Measurement Approach 5 Feb. 4 & 6 6 Feb. 11 & 13 7 Feb. 18 & 20 8 Feb. 25 & 27 9 Mar. 4 & 6 o Chapter 4 o Case Study: Laura s Sweet Stuff Bakery Measuring Results and Behaviors o Chapter 5 o Case Study: St. Jessica s Urban Medical Center Gathering Performance Information o Chapter 6 o Case Study 6-1: Evaluating an Appraisal Form Used in Higher Education o Case Study 6-4: Minimizing Biases in Performance Evaluation at Expert Engineering, Inc. No classes Family Day & Winter Break Review for Midterm Exam (Feb. 25) Midterm Exam (Feb. 27) Implementing a Performance Management System o Chapter 7 instructor names of team members and organization/job that will be the focus of the team project (by Feb. 6 th ) Case Write Up Due Feb. 11 th Midterm Exam (Feb. 27) 5

6 Week Dates Topic Important Dates 10 Mar. 11 &13 o Case Study 7-1: Implementing a Performance Management Communication Plan at Accounting, Inc. Performance Management and Employee Development o Chapter 8 o Case Study 8-1: Developmental Plan Form at Old Dominion University o Case Study 8-3: Implementation of 360-degree Feedback System at Ridge Intellectual 11 Mar. 18 & Mar. 25 & Apr. 1 & 3 14 Apr. 8 & 10 Performance Management Skills o Chapter 9 o Case Study: World Wide Conference Center, Inc. Reward Systems and Legal Issues o Chapter 10 o Case Study 10-2: Selecting a CP Plan at Dow AgroSciences o Case Study: Belles Feuilles North America (BFNA) Managing Team Performance o Chapter 11 o Case Study 11-1: Not All Teams are Created Equal Discussion, Course Wrap Up, & Review for Final Exam Team Project Report Due Mar. 27 th 15 Apr. 17 Final Exam Final Exam Please Note: Various case studies or class activities may occur that are not reflected on the class schedule. 6