HR5061 - Managing Organisational Development, Performance and Reward (2019/20)
|Module specification||Module approved to run in 2019/20|
|Module title||Managing Organisational Development, Performance and Reward|
|Module level||Intermediate (05)|
|Credit rating for module||15|
|School||Guildhall Faculty of Business and Law|
|Total study hours||150|
|Running in 2019/20||No instances running in the year|
This module introduces and explores the nature of organisational success via three essential components of Development, Performance and Reward. Although each of these themes is explored separately the student is encouraged to think holistically across these areas, both in class and via the assessment strategy, so that an integrated understanding of how these contribute individually and together is fully appreciated. Relevant theory, current context and best practice are explored in class via lectures, group work and case studies.
- To provide learners with a broad understanding of what is meant by organisational development and how organisations can facilitate and evaluate development.
- To equip learners with a comprehensive understanding of the relationship between successful organisational development and high performance working.
- To introduce learners to a wide range of effective performance management tools and practices at organisational and line management levels.
- To provide learners with a thorough understanding of the principles, practices and context of effective reward management policy and implementation.
- To explore how different organisational interventions and levers can work independently and also together to achieve organisational change and successful high-performance working.
• Introduction to organisational development, theory, practice, process and context
• Development interventions, change management and links with organisational performance
• Organisational performance, high performance working and organisational sustainability
• Exploring the business case for high performance work organisations
• Managing performance
• Line managers and performance management
• Embedding a high performance culture
• Reward management: context and practice
• Reward management: principles and policy
• Reward management: decision making
• Reward management: implementation and evaluation
• Integrating performance strategies
Learning and teaching
This module is delivered through a mix of lectures, group discussions and seminar activities supported with appropriate learning materials and interactive communication via Weblearn. All learners will be issued with a module handbook, guidance on readings, and lecture slides in advance through Weblearn.
On completion of this module learners will:
- Be able to demonstrate appropriate professional knowledge of organisational development and its role in organisational change and performance.
- Understand the concepts, frameworks and complexity of high-performance working and its relevance to line management.
- Be able to explain and advise how performance management processes and concepts effectively support the construction and maintenance of high-performance organisational cultures.
- Understand the principles, context and practices of effective reward management in driving a sustained high-performance culture.
- Be able to advise professionally on relevant decision-making and implementation in the area of reward management.
The module is assessed by one single piece of written coursework of 3,500 words. This will take the form of an academic essay to be submitted in week 14.
Armstrong, M. (2009) Armstrong’s Handbook of Performance Management: An evidence-based guide to delivering high performance, 4th edn. London: Kogan Page
Armstrong, M. (2007) A Handbook of Reward Management Practice, 2nd edition, London, Kogan Page.
Becker, B. and Gerhart, B. (1996) The impact of human resource management on organisational performance; progress and prospects. Academy of Management Journal. Vol. 39, No 4. 779-801
Bradford, D. L. and Burke, W.W. (2005) Reinventing Organization Development: New Approaches to change in organizations. San Francisco, CA: Pheiffer.
Godard, J. (2004) A critical assessment of the high-performance paradigm. British Journal of Industrial Relations, Vol. 6, No. 15. 26-31
McGee, R. and Pemberton, C. (2012) Building High Performance in Organisations, London: CIPD
Stewart, J and Rogers, P. (2014) Developing People and Organisation, London: CIPD
Taylor, S and Woodhams, C. (2012) Managing People and Organisations, London: CIPD
CIPD (2014) Change Management. Factsheet. February. London. Chartered Institute of personnel and Development
CIPD (2014) Organisation Design. Factsheet. July. London. Chartered Institute of personnel and Development
CIPD (2014) Performance Management; An Overview. March. London. Chartered Institute of personnel and Development.
CIPD (2014) Strategic Reward and Total Reward. Factsheet. March. London, Chartered Institute of Personnel and Development.
Croner. Corner Online.
IDS (2012) IDS: Employment Information and Analysis. www.incomesdata.co.uk
Office for National Statistics. UK National Statistics: Publications Hub.