module specification

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.

• 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

N/A

On completion of this module, students will be able to:

1. Analyse and critique theories and frameworks of organisational development and organisational change

2. Differentiate between and appraise the suitability of particular HR models for reward and high-performance working.

The module is assessed by two pieces of written coursework. Over the first 10 weeks of the module, students will progressively build a workbook on organisational development and change. This will allow for an element of formative feedback. The second assessment will take the form of an essay on Performance Management or Reward, to be submitted in week 14.

Core text:

Taylor, S and Woodhams, C. (2012) Managing People and Organisations, London: CIPD

Other reading:

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

Weblinks:

CIPD (2014) Change Management. Factsheet. February. London. Chartered Institute of personnel and Development
http://www.cipd.co.uk/hr-resources/factsheets/change-management.aspx

CIPD (2014) Organisation Design. Factsheet. July. London. Chartered Institute of personnel and Development
http://www.cipd.co.uk/hr-resources/factsheets/organisation-design.aspx

CIPD (2014) Performance Management; An Overview. March.   London. Chartered Institute of personnel and Development.
http://www.cipd.co.uk/hr-resources/factsheets/performance-management-overview.aspx

CIPD (2014) Strategic Reward and Total Reward. Factsheet. March. London, Chartered Institute of Personnel and Development.
http://www.cipd.co.uk/hr-resources/factsheets/strategic-reward-total-reward.aspx

Croner. Corner Online.
www.croner.co.uk

IDS (2012) IDS: Employment Information and Analysis. www.incomesdata.co.uk

Office for National Statistics. UK National Statistics: Publications Hub.
http://www.ons.gov.uk/ons/index.html