Providing analytical tools to design strategic reward and to integrate reward policies with other key areas of people management.
The aim of this Module is to : 1. Offer students analytical and practical tools to design and maintain pay structures, to assess jobs effectively, to conduct job evaluation professionally, and to measure and reward performance in different organisations. 2. Provide the student with a theoretical informed framework for understanding the range of performance and reward management strategies involved in the effective management of people.
By the end of this module the student should be able to:
1. Analyse critically recent trends in the management of performance rewards
2. Analyse the process of and differing perspectives on performance and reward management.
3. Design internally consistent reward structures that recognise labour market and equity constraints
4. Critically evaluate the appropriateness of performance and reward management strategies in relation to organisation objectives
1 Introduction: Reward and Performance management context a
The foundations of reward and performance management; The performance management cycle; the psychological contract; motivation and financial and non-financial rewards; factors affecting levels of pay and performance; reward and performance philosophy, strategy and policy.
2 The evaluation and development of reward and performance pro
Evaluating and developing reward and performance processes; job and role analysis; purpose and methods of job evaluation; the process of job evaluation; equal pay for work of equal value; market rate surveys
3 Pay structures and performance management
Graded pay structures; broad banding; job family modelling; developing pay structures; performance management.
4 Pay for performance, competence and skill
Contingent pay (general considerations); performance- related pay; competence-related pay; skill-based pay; team rewards; gainsharing; profit sharing; profit- related pay and beyond.
5 Special aspects of reward and performance management
Boardroom pay; international remuneration; mergers and acquisitions; reward policies for new and `start-up organisations.
6 Managing Reward and performance Processes
Performance Appraisal; Reward management procedures; computerised reward management; communicating the benefits; gaining and maintaining commitment. developing and introducing reward and performance management processes; the use of consultants.
Statement on Teaching, Learning and Assessment
Class contact will alternate between lecture, tutorial and seminar-style work, with lectures providing key input on concepts and contexts, and tutorial and seminar-style work involving students in group activities, presentations and case study analysis and discussion. Assessment units are designed to develop students' analytical and research skills, give opportunity for the application of tools and concepts, and address learning outcomes as specified. The Innovation and Global Growth Week is an integral part of postgraduate study at Dundee Business School. Students, in multi-disciplinary teams, will take part in a series of intensive interactive organisational facing full-day workshops which focus on 'live case' problem solving and the development of innovative solutions.
Teaching and Learning Work Loads
|Supervised Practical Activity||0|
|Unsupervised Practical Activity||0|
Credit Value – The total value of SCQF credits for the module. 20 credits are the equivalent of 10 ECTS credits. A full-time student should normally register for 60 SCQF credits per semester.
We make every effort to ensure that the information on our website is accurate but it is possible that some changes may occur prior to the academic year of entry. The modules listed in this catalogue are offered subject to availability during academic year 2018/19 , and may be subject to change for future years.