Kathmandu University School of Management MBA/EMBA Summer 2012

Employee Performance Management MBA and MBA (Executive) Summer 2012

Course Code: HRM 641 Credit Load: Three Credits (45 Net Contact Hours)

Course Plan Course Overview Organisations survive and thrive on the basis of their employees' performance. When employees achieve high levels of performance, the organisation thrives, but when their performance is poor, the organisation suffers. Organizations must therefore put in place a system of managing employees for superior performance, and managers must know how to manage employee performance. The effective management of employee performance is probably one of the biggest challenges now facing organisations in view of the fact that most organisations are now under pressure to maintain and improve outputs with fewer numbers of people and less amount of resources. The complexity is added by the changing nature of the job and technology as well as the growing diversity of the workforce that directly affect the nature and level of human performance in organizations. Employee performance is the result of a multitude of determinants - personal, organizational and environmental - and is sustained by the nature of the various consequences it produces. It directly supports and determines a number of organizational outcomes such as strategic goal achievement, effectiveness of organizational systems, and employees' sense of wellbeing. Given this complexity and complementarities, organizations need to develop and put in place a comprehensive, strategic, and integrated system of managing performance of employees. This course focuses on two dimensions of performance management: design of the system and managerial skills to implement it. Course Objectives The course is designed to help you develop conceptual understanding as well as methodological and behavioural skills of designing and executing the system of managing employee performance in work organizations in a professional way. After completion of all the learning units and the requirements of the course, you will be able to: 1. Explain and apply the conceptual frameworks for managing employee performance and apply the frameworks for designing a comprehensive performance management system; 2. Design and use performance planning frameworks and support employees for preparing their performance plans; 3. Design and use performance maintenance conditions and practices as well as diagnose performance problems of employees and mange poor performers; 4. Design and use performance review frameworks and review employee performance following professional procedures and skills; 5. Design and use performance improvement and development frameworks and develop high performance following professional procedures and skills;

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

6. Design and use performance rewards frameworks and reward high performance following professional procedures and approaches; and 7. Integrate components of the performance management system, address broader performance management issues, and demonstrate a professional orientation towards managing performance in the organization. Course Structure The course builds on some generic issues related to managing performance in the organisation: What approach to use to manage employee performance in work organizations? How to prepare and agree on performance plan? How to maintain high performance as planned? How to review and appraise performance? How to develop high performance? How to reward high performance? How to integrate and address overall performance management issues for ensuring better performance in the organization? Basic concepts and associated managerial processes and approaches relevant to addressing these issues will be discussed in the course from both conceptual and practical perspectives. The course is organised into six learning units as follows:
Learning Unit One Net contact hours 3 hrs 1. 1.1 1.2 1.3 1.4 2. 2.1 2.2 2.3 2.4 3. 3.1 3.2 3.3 4 4.1 4.2 4.3 4.4 4.5 5. 5.1 5.2 6. 6.1 6.2 7. 7.1 7.2 7.3 Conceptual frameworks for managing performance Foundational concepts of human resource management Employee behaviour and performance Concepts of performance and performance management Conceptual model of performance management systems Planning performance Design of performance planning framework Performance goal setting/ targeting Identification of performance competencies Performance contracting Maintaining performance Design of performance support systems (supervision and monitoring) Diagnosing performance problems of employees Managing poor performers Reviewing performance Design of performance appraisal systems Performance appraisal procedures and methods Performance measurement and rating Potential appraisal Appraisal skills (including appraisal interviews and feedback) Developing performance Design of performance development systems Performance development methods: coaching, counselling, and training Rewarding performance Design of performance rewards systems Performance- based pay system Integrating and implementing performance management system Integration of performance management system Implementation of performance management system Issues, roles, and skills for implementing performance management system

Learning Unit Two Net contact hours 9 hrs

Learning Unit Three Net contact hours 6 hrs Learning Unit Four Net contact hours - 9 hrs

Learning Unit Five Net contact hours 6 hrs Learning Unit Six Net contact hours 3 hrs Learning Unit Seven Net contact hours 6 hrs

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

Methodology The course is based on a format of your active involvement in the process of learning. The faculty is more a facilitator than a dispenser of knowledge. You MUST do pre-session reading and careful preparation, actively participate, complete assignments in time, make presentations, and run seminars. Active learning methods including interactive presentation, participant seminar, case analysis, take away assignment, assessment instrument, group works, and simulation project will be used. Take away assignments: These are topic-related exercises you have to complete and submit as assigned. They provide opportunity for you to apply the concepts, principles, and techniques learned in the course while reinforcing your learning. Seminar: This involves you in making preparation on an assigned topic from both theoretical and application perspective and running a session for your colleagues in which you will be presenting the theoretical arguments and an illustrative case on theme in the real context of Nepali organizations. Your colleagues and the instructor will critique your presentation. Article review: You will have to critically review and present analysis of journal articles on performance management related topics or issues either assigned to you or you have yourself selected. Term paper: Individually, you will have to prepare a term paper on a related topic within the performance management domain based on theory, empirical, and experiential literature. A term paper is an extended essay demonstrating conceptual and practical understanding from academic perspective. Length: 10 15 pages with standard specifications of professional writing. Minimum 10 references, including journal articles, will be required. Case analysis: The course includes a number of mini cases and a couple of standard cases. Mini cases are discussed in the class for which you require making pre-session preparation. Case analysis reports should be submitted in standard cases following standard case analysis format. Simulation project: Participants are required to do a simulation project involving the use of a number of principles and techniques of managing performance and preparing several outputs in the context of a real organization. Assessment Plan a. b. c. d. e. f. Simulation project work Case analysis, seminar, article review and assignments Term paper Class tests Final examination Class participation and contribution 20 percent 25 percent 15 percent 15 percent 20 percent 5 percent

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

Basic Text Kohli, A. S. and T. Deb (2008) Performance Management New Delhi: Oxford University Press. References: 1. Armstrong, Michael (2007) Performance Management: Key Strategies and Practical Guidelines (Third Edition First South Asian Edition). New Delhi: Kogan Page India Pvt Limited. 2. Armstrong, Michael and Angela Baron (2008) Performance Management and Development. Mumbai: Jaico Publishing House. 3. Ganguli, Siddhartha (2008) Performance Management: First Time Right. Kolkata: Platinum Publishers 4. Kandula, Srinivas R. (2007) Performance Management: Strategies, Interventions, Drivers. New Delhi: Prentice Hall of India Pvt Limited. You are expected to locate additional references and update yourself with the latest theoretical, empirical and practice-based literature.

Relevant journals on the subject available at KUSOM Library are: 1. 2. 3. 4. 5. Asia Pacific Journal of Human Resources (SAGE Publications) Journal of Management Studies (Blackwell Publishing) MIT Sloan Management Review (MIT Sloan School of Business) Harvard Business Review (Harvard Business School) South Asian Journal of Management (AMDISA)

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

Norms for Course Participants In addition to observing the norms and rules as stated in the KUSOM Participants' Code of Conduct, you are required to strictly follow the following norms for the entire duration of the course teaching failing which will result in appropriate disciplinary and academic sanctions, including downgrading, barring to attend final exam, giving incomplete grade, and repeating the course: 1. Full attendance and punctuality. No absence is allowed without prior approval. The maximum absences allowed with formal approval are three full sessions exceeding which you may require to repeat the course. Late arrival or class bunking are not allowed; they will incur penalty. 2. Submission of assignment on due date. Late submission will attract penalty, including downgrading and zero grading, depending on how late it is submitted. Submission later than a week will not be accepted. 3. Pre-session reading and preparation for session. You must come prepared for the planned learning activities failing which will result not only in appropriate academic sanctioning but, more importantly, in your inability to take benefit from the learning process that takes place in the class room setting and also losing of face among your own colleagues. 4. Active and constructive participation in the learning process. Passive presence will not only earn negative credit for you in your participation evaluation but also deny you opportunity to learn, contribute and build self confidence. Contributions in the learning process should however be positive, productive, dignified and respectful while guided by the motivation of learning through personal involvement. Disrespectful and disturbing participation will earn negative credit. 5. Prior arrangement for discussion with the faculty. The faculty will be available for discussion and guidance but the meeting should be pre-arranged for the benefit of both the faculty and the learners. 6. Use of course web site. You are expected to make maximum use of the course site available in KUSOM Virtual Classroom. Communication with the faculty and among your colleagues should be done through this facility as much as possible. 7. Plagiarism (copying of others materials, either full or partial, without proper citations following the standard rules and representation of others work as your own) will attract severe punishments, including outright F grade or other appropriate disciplinary actions. So please stay away at all times from such practices not worthy for a graduate student. 8. In case of a group work, all group members will require taking full part in and making full contribution to the work of the team both the process and the output. Social loafing (reduced involvement or disengagement in the collective effort) will not be allowed. Group members may be asked to assess each others contribution in group assignment and individual members of the group may receive different ratings in the group assignment based on the facultys understanding and assessment of their respective contributions.

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

Approximate Course Schedule

Wk

Learning Area Conceptual frameworks for managing performance (Foundational concepts of human resource management; Employee behaviour and performance; Concepts of performance and performance management; Conceptual model of performance management systems) Performance planning (Design of performance planning framework; Performance goal setting/ targeting)

Performance planning (Performance goal setting/ targeting contd..)

Performance planning (Identification of performance competencies; Performance contracting)

Maintaining performance ( Design of performance support systems supervision and monitoring; Diagnosing performance problems of employees)

Maintaining performance (Diagnosing performance problems of employees contd..; Managing poor performers) Reviewing performance (Design of performance appraisal systems, Performance appraisal procedures and methods) Reviewing performance (Performance measurement and rating; Potential appraisal) Reviewing performance (Appraisal skills including appraisal interviews and feedback) Developing performance (Design of performance and improvement development systems; Performance development methods: coaching, counselling, and training) Developing performance (Performance development methods: coaching, counselling, and training contd..)

8 9 10

11

12

Rewarding performance (Design of performance rewards systems; Performance based pay system)

13

Integrating and implementing performance management system (Integration of performance management system; Implementation of performance management system) Integrating and implementing performance management system (Issues, roles, and skills for implementing performance management system)

14

Key Points to Note Mini case discussion Case discussion Take away assignment on assessment of performance management system in an organization. Assignment for article critiquing (1) Class test I Presentation on article critiquing (1) Take away assignment on performance planning Simulation project assignment on performance planning Assignment for article critiquing (2) Presentation on article critiquing (2) Exercise on goal setting Seminar on performance planning Assignment for article critiquing (3) Presentation on article critiquing (3) Exercise on performance competencies and contracting Presentation on simulation project Assignment for article critiquing (4) Class test II Presentation on article critiquing (4) Case discussion Take away assignment on performance maintenance Simulation project assignment on performance support systems Role play exercise on performance problems Seminar on maintaining performance Presentation on simulation project Class test III Case discussion Take away assignments on reviewing performance Simulation project assignment on reviewing performance Case discussion Seminars on reviewing performance Role play exercise on appraisal interviews Presentation on simulation project Class test IV Case discussion Take away assignment on performance development Simulation project assignment on developing performance Role play exercise on performance feedback Seminar on performance development Presentation of simulation project Take away assignment on performance rewards Class test V Case discussion Seminar on rewarding performance Simulation project assignment on rewarding performance Presentation of simulation project Case discussion Seminar on rewarding performance Take away assignment on performance management integration and issues Class test VI Seminar on performance management integration and issues Presentation on overall simulation project Presentation on term papers

Email: subaskecee@kusom.edu.np
Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

Article Critiquing Guidelines

The purpose of this activity is to develop your habit of reading research-based and opinion-based professional writings while enhancing your ability of critical appreciation and analysis necessary for performing many roles as a professional or a manager. A critique is not an act of mere criticism or appreciation. Rather, it involves presenting your analysis of someone else's work objectively and from professional perspective, demonstrating your understanding of not only the piece under consideration but also that of the relevant field, evaluating the work from a number of angles, identifying significant contributions and gaps, and presenting ideas for further refinement or extension of the work. Critiques should be about three long covering primarily the following aspects: 1. 2. What questions/issues is the author trying to address? How important are they? Why? What basic assumptions/ arguments does the author make? What facts/opinions s/he presents? How valid are these assumptions/ arguments/facts/opinions in the light of the theoretical development in the thematic field? How does the author address the questions/issues? If this is an empirical piece, is the methodology appropriate? What are the significant empirical/conceptual contributions of or gaps in the article? What conclusions does the author draw? Are these conclusions justified in light of the empirical/theoretical evidence presented by the author? How important are these conclusions? How could this work be further extended or refined?

3. 4. 5. 6.

You will be given articles for critiquing from time to time with deadlines for submission of the report. You will also require making presentation to the class as assigned.

Prof. Subas KC

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012

Kathmandu University School of Management MBA/EMBA Summer 2012

Term Paper Guidelines

A term paper is a piece of written work on a specified topic from the HRD course assigned or approved by the course faculty. It should review theory literature and, as far as possible, empirical studies on the subject area together with case examples of practice or application in work organisations. In the term paper the participant should demonstrate his/ her: In-depth understanding of the relevant and latest conceptual aspects of the topic; Familiarization with the latest research work on the subject; Ability to analyse the issues from theoretical and practical perspectives; Ability to relate to the current practices in Nepali organizations; and Ability to organize, express and present information in a professional manner.

While working on the term paper, the participant should extensively use published or on- line references (minimum eight) and quote and list then in the paper following the professional rules of references. Length: 10 15 pages with standard specifications of professional writing. Minimum 10 references, including journal articles, will be required. The term paper should consist of three parts: A comprehensive review of the latest conceptual, theoretical and empirical literature related to the key aspects of the topic with major conclusions; A brief discussion of the current practices in our organisations of the function related to the topic; and A set of recommendations for the improvement of practices of the function in Nepali organizations (based on the review of theories and the analysis of the practices).

A tentative organisation of the paper: Introduction to the theme Conceptual review/ analysis of the theme on the theme (based on literature review) (divide this section into several sections around the key issues/ aspects associated with the theme) Practical/ application perspectives (current practices/ examples/ evidences of applications) Key issues and their implications (both from theoretical and practical perspectives) Recommendations for improvement in practices References

Prof. Subas KC

Prof. Subas KC/EPM/MBA/EMBA/ Summer 2012