The MBA Program Elective in HRM – Group G: Performance Measurement and Reward Systems

The MBA PROGRAM

Icfai University Tripura
GROUP G
Elective in Human Resource Management

PERFORMANCE MEASUREMENT AND REWARD SYSTEMS

BOOKLIST
Chadha, Prem. Performance Management: It’s About Performing - Not Just Appraising. New Delhi:
MacMillan India Ltd, 2003. ISBN: 0333-93796-1/ 978-0333-93796-9.

CURRICULUM

Introduction; Performance Management & Human Resource; Conceptual Framework of Performance

Management; Planning Managee Performance & Development; Components of Managee Performance &
Development Plan; Setting Mutual Expectations and Performance Criteria; Monitoring Managee
Performance & Mentoring Managee Development; Ongoing Performance Monitoring & Review; Ongoing
Mentoring & Managee Development; Stocktaking Performance; Stocktaking Potential; Appraising for
Recognition & Reward; Transmuting Learning into Action; Building & Leading High Performance Teams.

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The MBA Program Elective in HRM – Group G: Performance Measurement and Reward Systems

STUDY PLAN

Introduction
Hostility to Traditional Appraisals; Alternative Best Practices; What is New in Performance Management;
Meaning of Work; What is Performance; Managing Performance.

[Refer Chapter 1 “PERFORMANCE MANAGEMENT IS ABOUT PERFORMING – NOT JUST

APPRAISING” from “PERFORMANCE MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST
APPRAISING” by Prem Chadha.]

Performance Management & Human Resource

What is Performance Management; Process of Performance Management; Performance-managed
Organization; Performance Management - The Managers’ Concerns and Interests; Keys to High
Performance.

[Refer Chapter 2 “PERFORMANCE MANAGEMENT & HUMAN RESOURCE” from

“PERFORMANCE MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by
Prem Chadha.]

Conceptual Framework of Performance Management

Performance Management System; Performance Management Theatre; Pillars of Performance Management
Theatre; Planning Managee Performance and Development; Monitoring Managee Performance &
Mentoring Managee Development.

[Refer Chapter 3 “PERFORMANCE MANAGEMENT THEATRE” from “PERFORMANCE

MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Planning Managee Performance & Development

Need to Set Objectives; Organizational and Individual Performance Plans; Research Base for Performance
Planning and Goal-setting.

[Refer Chapter 4 “BASIC CONCEPTS” from “PERFORMANCE MANAGEMENT: IT’S ABOUT

PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Components of Managee Performance & Development Plan

Role Description; Performance Standards; Assignments for Systems and Managee Development.

[Refer Chapter 5 “COMPONENTS OF MANAGEE PERFORMANCE & DEVELOPMENT PLAN” from

“PERFORMANCE MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by
Prem Chadha.]

Setting Mutual Expectations and Performance Criteria

A Purposeful Exercise; Attributes of Useful Goals; Planning Dialogue; Customizing Plan for the Managee;
Criteria for a Good Plan; Writing Performance Goals and Standards.

[Refer Chapter 6 “SETTING MUTUAL EXPECTATIONS AND PERFORMANCE CRITERIA” from

“PERFORMANCE MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by
Prem Chadha.]

Monitoring Managee Performance & Mentoring Managee Development

Introduction; Research and Theory; Some Monitoring and Mentoring Behaviors of the Manager.

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The MBA Program Elective in HRM – Group G: Performance Measurement and Reward Systems

[Refer Chapter 7 “SOME BASIC CONCEPTS” from “PERFORMANCE MANAGEMENT: IT’S ABOUT
PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Ongoing Performance Monitoring & Review

Supervision; Monitoring and its Objectives; Process of Monitoring; Communication; Review Discussion;
How do Periodic Reviews Work Better – and Help; Problem Solving.

[Refer Chapter 8 “ONGOING PERFORMANCE MONITORING & REVIEW” from “PERFORMANCE

MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Ongoing Mentoring & Managee Development

Purposes of Managee Development; Process of Managee Development; Briscoe’s Principles; Training;
Delegating; To Coach or To Counsel; Mentoring; Engendering Trust; Making a Fresh Beginning; Role
Efficacy.

[Refer Chapter 9 “ONGOING MENTORING & MANAGEE DEVELOPMENT” from “PERFORMANCE

MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Stocktaking Performance
Introduction; Stocktaking Performance; Process of Judgment versus Process of Analysis; Stocktaking
Discussions; Delivering Efficient Feedback.

[Refer Chapter 10 “STOCKTAKING PERFORMANCE” from “PERFORMANCE MANAGEMENT:

IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Stocktaking Potential
Introduction; Several Purposes; Some Tools for Stocktaking Potential.

[Refer Chapter 11 “STOCKTAKING POTENTIAL” from “PERFORMANCE MANAGEMENT: IT’S

ABOUT PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

Appraising for Recognition & Reward

Introduction; Pros and Cons of Appraising; Fears and Concerns; Some Causes of these Concerns; Purposes
of Appraising; Conducive Context for Appraising; Methods of Appraisal; Who can Appraise; Appraisal
System Design; Implementing the Appraisal System; Appraisals and HR Decisions.

[Refer Chapter 12 “APPRAISING FOR RECOGNITION & REWARD” from

“PERFORMANCE MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by
Prem Chadha.]

Transmuting Learning into Action

Defining Organizational Effectiveness; Leadership and Change; Rules of Thumb for Change Agents;
Performance Management Skills.

[Refer Chapter 13 “TRANSMUTING LEARNING INTO ACTION” from

“PERFORMANCE MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by
Prem Chadha.]

Building & Leading High Performance Teams

What do Team-oriented Organizations Look Like; What is a Team; Developing Effective Teams; Leading
High-performing Teams.

[Refer Chapter 15 “BUILDING & LEADING HIGH PERFORMING TEAMS” from “PERFORMANCE
MANAGEMENT: IT’S ABOUT PERFORMING - NOT JUST APPRAISING” by Prem Chadha.]

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