Performance Management Systems

Department of Management & HRM

NUST Business School

National University of Sciences &

Technology

MBA
Course Details

Course Title: Performance Management Systems

Course Code: HRM - 812 Prerequisite: HRM
Program: MBA 2K21 Credit Hours: 3

Course Faculty

Kishwar Sameen Gulzar

Office: Room 217, 1st Floor, NBS
Office Hours: 11:00 am – 4:00 pm
Tel: 051- 90853206
Email: kishwar.gulzar@nbs.nust.edu.pk

Course Description

There is something that is much more scarce, something rarer than ability. It is the ability to
recognize ability.

Performance management is a set of processes and systems aimed at developing employees so

that they perform their jobs to the best of their abilities. It tracks the performance of a worker in a
manner that is consistent and measurable across time, departments and hierarchies. Not only do
these systems ensure that employees are working effectively toward aligned organizational goals,
but they help leaders develop their talent towards optimal performance.

This course is designed to provide practical working knowledge of the processes of setting
expectations, monitoring performance, coaching and developing employees, and assessing and
rewarding good performance in dynamic organizations.

Mission, Goals and Learning Objectives of BBA

The mission, goals and learning objectives of the MBA Program are as follows;

Mission
To prepare professionals for leadership and management positions who can impact the industry
and society.

Goals & Learning Objectives

 Goal 1: Students will be capable of critical thinking.
 LO 1.1: Students will be able to solve problems with the application of business
knowledge.
 LO 1.2: Students will be able to evaluate competing decision criteria and
alternatives.
 Goal 2: Students will demonstrate leadership skills.
 LO 2.1: Students will be able to develop the ability to lead and manage in teams.

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  LO 2.2: Students will be able to make sound decisions.
 Goal 3: Students will learn to communicate effectively.
 LO 3.1: Students will be able to communicate effectively in oral presentations.
 LO 3.2: Student will be able to create professional reports.
 Goal 4: Students will deal with the ethical dilemmas that arise in a business environment.
 LO 4.1: Students will be able to identify ethical concerns emanating from a
business situation.
 LO 4.2: Students will be able to apply ethical guidelines to address business
problems by examining a set of alternatives.

Course Learning Outcomes

The course learning outcomes are defined as follows;

 CLO1: Compare various performance management systems and processes prevalent in

organizations.
 CLO2: Examine the significance of performance management systems in achieving both
individual and organizational goals.
 CLO3: Analyze ethical challenges related to the design and implementation of effective
performance management systems.
 CLO4: Explain various issues relevant to performance management systems in diverse
organizational contexts.
 CLO5: Justify their arguments using effective interpersonal skills and audio-visual aids.
 CLO6: Develop professional reports that present a critical analysis of the various topics
within the field of performance management systems.

Mapping LOs with CLOs

The mapping of MBA Program Objectives with Course Learning Outcome is as follows:

Not
LO LO LO LO LO LO LO LO Evaluation
Mappe
1.1 1.2 2.1 2.2 3.1 3.2 4.1 4.2 Item
d
Mid &
CLO1 
Final Exam
CLO2  Quiz

CLO3  Case Study

Experiential
CLO4 
Activity
CLO5  Case Study
Experiential
CLO6 
Activity

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Course Material

The following book is the required text for this course;

 Herman Aquinas, 2013, ‘Performance Management’, 3rd Edition, Prentice Hall

A course pack will be handed out to you in the first week. It contains all the essential HBR
articles / cases of the course. You must also acquire this course pack in order to perform well in
the semester. Assignments will be handed out as per requirement.

Course Evaluation

The breakdown of items in course weightage is as follows;

Type of Assessment Weightage Frequency

Mid Term Exam 15% Once in the semester
Final Term Exam 35% Once in the semester
Case Study 20% 6 sessions in the semester
Quiz 10% 3 quizzes in the semester
Experiential Exercises 20% 4 in the semester

Course Content

The course content is structured in pedagogical sections that enable easy understanding and
learning. The details of the modules is as follows;

Module 1: Context of Performance Management System

This module establishes the utility and efficacy of performance management system within the
context of business strategy and human resource functions of a firm. It also introduces the
process of a typical performance management system.

Module 2: Defining, Developing and Implementing Performance Management System

This module explores in detail the definition of performance standards, choice of measurement
approach, development of appraisal mechanisms, and implementation of performance
management system.

Module 3: Special Topics in Performance Management

This module introduces the students to performance issues that are relevant in dynamic
organizations. The modern workplace must enhance and incentivize team performance, diversity
management and employee development.

The weekly breakdown of the course is given below. The weekly timeline is subject to changes if
the need is felt to integrate further topics and cases.

Week Lecture / Topic Readings/ Activity Session

Outcome / CLO

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1 Introduction to the Course Course Outline Clear
 Course Outline, Policies & Self Assessment Survey understanding of
Rationale Intro to Cases Study course
 What is Performance deliverables.
Management
 Difference between PA & PMS
2 Module 1 - PM Context and Text - Chapter 1 Contextualizing
Evolution and linking PMS
 Evolution Quiz 1 to other functions
 Aim and Roles of a PM System of HR. CLO 2
 Contribution of PM HBR Reading : Control
 Reward Systems in the Age of Power
 PM and other HRM practices
3 Module 1 - PM Process / Case 1 Text – Chapter 2 Listing the
 Prerequisites iterative stepwise
 Planning & Execution HBR – Designing High process of PMS.
 Assessment & Review Performance Jobs CLO1
 Renewal & Re-contracting
 Designing High Performance Case 1: Performance
Jobs Development at GE
4 Module 1 - PM and Strategic Text – Chapter 3 Contextualizing
Planning and linking PMS
 Organizational Strategic Plan Quiz 2 to strategic HR.
 Unit’s strategic plan CLO 2
 Job Description HBR Reading -
 Individual and Team Performance
Performance Management Systems:
How Companies are
Rethinking People
Development
5 Module 2 – Choosing Text – Chapter 4 Comparison of
Measurement Approach / Case 2 performance
 Defining Performance Case 2 – Two Brothers, approaches and
 Determinants of Performance Two Approaches choice of
 Performance Dimensions appropriate
 Approaches to Measuring measurement.
Performance CLO 1
6 Module 2 – Measuring Results Text – Chapter 5 Assessing
and Behaviors / Case 3 employee
 Measuring Results Case 3 – Rob Parsons at performance
 Accountabilities & Objectives Morgan Stanley through the use of
 Performance Standards precise and
 Measuring Behaviors reliable tools and
 Comparative Systems techniques.
 Absolute Systems CLO 2
 Contemporary PM Tools

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7 Experiential Exercise 1 – HBR Exercise – Chung Development of
Appraisal and Coaching Camp & DasGupta, Coaching appraisal,
 Performance Appraisal and for Exceptional coaching and
Development Interviews Performance interpersonal
 Coaching Skills skills for different
 Effect of Psychology & HBR Reading – personalities /
Personality Employee Motivation: A employees. CLO 5
Powerful New Model
8 Experiential Exercise 2 – ATH Exercise – 4 PMS Diagnosis and
Technologies Scenarios at ATH recommendation
 Performance Management Technologies for performance
Interventions management
 Infancy, Growth and Maturity systems for a firm
Phase of a Firm in the form of a
report. CLO 6
9 Midterm Exam
10 Module 2 – Gathering Text – Chapter 6 In-depth analysis
Performance Information of the structure,
 Characteristics of Appraisal characteristics,
Forms methods, and use
 Overall Rating of performance
 Appraisal Period and Meetings appraisal forms.
 A Model of Raters Motivation CLO 1
 Raters’ Training
11 Module 2 – Implementing Text – Chapter 7 In depth analysis
Performance Management / of the steps and
Case 3 Case 4 – Rewayti Foods challenges of
 Preparation implementing a
 Communication Plan performance
 Appeals Process management
 Training for Required Skills system. CLO 2
 Pilot Testing System
 Ongoing Monitoring and
Evaluation
12 Module 3 – Employee Text – Chapter 8 Assessment of
Development various employee
 Developmental Plan Objectives Case 5 – Milford development
 Content of Developmental Plan Industries practices. CLO 4
 Developmental Activities
 Performance Improvement
Plans
 Succession Plans
 Capability Development Plans
 360 Degree Feedback System
13 Module 3 – Inclusion & Text – Chapter 9 Examining the
Diversity / Performance impact of

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 Management Skills HBR Reading – diversity practices
 EEO, Affirmative Action, Managerial Effectiveness on performance
Diversity and Diversity – management.
 Organizational Measures Organizational Choices Introduction to
 Coaching Styles & Process coaching styles
 Performance Review Meetings Quiz 3 and skills. CLO 3
14 Module 3 –Reward Systems / Text – Chapter 10 & 11 Linking
Team Performance / Case 6 performance
 Contingent Pay Plans Case 6: Is it Fair to Let management
 Problems Them Go? systems to team
 Pay Structures structures and
 Types of Teams HBR Readings - reward
 Implications for Performance Incentives Within mechanisms in
Management Organizations, Talent organizations.
Management and the CLO 4
Future of Work
15 Experiential Exercise 3 – Exercise 3 – Real Development of
Performance Management Data Performance data driven
Analysis Management Data For performance
 Practice on Data Set Policy Recommendation management
 Descriptive And Predictive policy and report.
Analysis CLO6
 Decision Making Models
16  Experiential Exercise 4 – Exercise – 4 Scenarios of Application of
Composite HRM Simulation HRM Issues at High employee
 Employee Engagement Tech College development and
 Performance Management performance
 Talent Development management tools
 Morale, Layoff and for better human
Development capital. CLO 6
17 Buffer Week
18 Final Exam

Detail of Assessment

The teaching approach is primarily inductive. We learn by example. I have purposefully

reversed the process of learning preferring an inductive approach to draw out your
experiences. A variety of learning techniques will be used in this course; specifically, a
combination of lecture, class activities, experiential exercises, and case analyses. Research
shows that students learn best through application. My role as instructor is to provide the
requisite guidance and to facilitate class discussion, self-learning and team dynamics;
therefore, a large emphasis is placed on class discussion and practical application. As is true in
so many things, the students will get out of this course what they put into it. Let me qualify the
course deliverables in detail. The detail of assessments is as follows;

Case Study Analysis (20%)

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 During the 6 case sessions the class would consist of discussion on a prescribed case. We will
look at all angles and issues from the lens of relevant concepts/ frameworks/ models. It is
imperative that you prepare and deliberate the cases before you come to class. The marks of
the top student in the case sessions will be scaled to 20. Rest of the students will be graded
respectively. The rubric used for cases participation is as follows;

Denominatio
Description Marks
n
A Absent Without Notice -3

- Did Not Participate -1

U Unsatisfactory, Not Prepared -0.5

L- Low Frequency 1

L+ Low Frequency & Quality 2

P- High Frequency 3

L++ Low Frequency & High Quality 4

P+ High Frequency & Quality 5

P++ High Frequency & High Quality 6

+++ Added to MY Knowledge 7

Quiz (10%)
I will take announced quizzes in class. At least 3 quizzes will be dispensed in the course. This
will be graded individually.

In Class Experiential Learning and Reports (20%)

It focuses on your understanding of core concepts and your development as HR performance
management specialist. We will simulate a decision-making exercise using an HR role / data
set. You will be given scenarios for which solutions would have to be developed in the class
experiential learning session. Some activities may require you to submit a report at the end.
Students will be graded in groups. Instructions and rubrics for each activity will be shared in
advance. 4 activities will be dispensed during the semester.

Mid Terms (15%) & Finals (35%)

Exams will be held as per the schedule announced by the exam department.

Course Policies

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All participants of the course are expected to adhere the following policies:

Attendance Policy
Attendance will be marked at the start of the class and after the break in a three hour session. If
you are not inside the classroom within 5 minutes of the start of class, please do not ask me to
mark you present. I however would want you to attend the session. Please ensure that the 25%
leverage provided to you in the attendance policy is used very judiciously.

Classroom Respect and Professionalism

Although individuals might not always agree, it is important and required that you always be
respectful of others in the classroom and while working in your teams. All thoughtful and
professional opinions and comments are welcome. Students should try to have a positive attitude
and willingness to listen to other’s opinions. By the way, this includes e-mail messages. Please
be professional. I take this very seriously. Students who are unable to act professionally will be
docked appropriately for class participation and will be asked to leave the classroom, and,
depending on the situation, may be asked to leave the class permanently.

No Cell Phones, Laptops and Electronic Equipment

Electronic equipment, although convenient, often is the source of class disruption. As stated
above, no class disruptions are allowed. This includes interruptions from electronic devices such
as cellular phones, laptops, and/or tablets. Please ensure that you turn off or set all electronic
equipment on a quiet setting prior to entering the classroom.

Academic Honesty and Integrity

Academic dishonesty will not be tolerated. I take personal offence to anyone who plagiarizes,
cheats or is dishonest in any way on any assignment or exam. If any dishonesty occurs in this
class, the offender will receive an automatic failing grade on the assignment, in the first instance.
If it happens again he/she will be dismissed from the course with an F, and will be reported to the
Office of the Dean, accordingly. In short, don’t cheat; it’s not worth it.