HRMG208 - Performance Planning and Development

Year

Credit points

Campus offering

Prerequisites

Nil

Incompatible

HRMG201 Strategic Human Resource Development

Teaching organisation

150 hours over a twelve-week semester or equivalent study period

Unit rationale, description and aim

The implementation of effective Performance Planning and Development (PPD) systems is a critical factor in achieving sustainable organisational outcomes. To be a skilled human resource practitioner, it is important to understand the theories, perspectives and approaches to strategic human resource development including the relationship with performance management. This unit will explore human resource development and performance management at both a global and local context and within an ethical framework and stewardship principles. The knowledge about performance management and human resource development as organisational systems will facilitate training and development needs analysis, design training and development programs to manage individual and team performances. This unit will develop skills in the analysis, design and implementation of solutions to performance management using HR development knowledge and extend with recent developments in the field by integrating sustainability to PPD practices.  

Learning outcomes

To successfully complete this unit you will be able to demonstrate you have achieved the learning outcomes (LO) detailed in the below table.

Each outcome is informed by a number of graduate capabilities (GC) to ensure your work in this, and every unit, is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination and impact.

Explore the graduate capabilities.

On successful completion of this unit, students should be able to:

LO1 - Understand and discuss major theories, perspectives and approaches to human resource development and performance management (GA5)

LO2 - Utilise ethical frameworks to analyse and appraise the processes and activities involved in needs analysis, designing development activities in performance management and human resource development (GA3, GA5)

LO3 - Apply effective human resource development techniques which deliver improved organisational performances (GA5, GA7)

LO4 - Evaluate the need for strategic training and development within an organisation (GA5, GA8)

LO5 - Apply effective written and oral communication skills in the context of practical human resource development issues (GA5, GA9)

Graduate attributes

GA3 - Apply ethical perspectives in informed decision making

GA5 - Demonstrate values, knowledge, skills and attitudes appropriate to the discipline and/or profession

GA7 - Work both autonomously and collaboratively

GA8 - Locate, organise, analyse, synthesise and evaluate information

GA9 - Demonstrate effective communication in oral and written English language and visual media

Content

Topics will include:

• Aligning T&D and Performance Management
• Performance Management Process
• Strategic Training Needs Assessment Retention and Performance Planning
• Learning theories, learning process, motivation theories
• Ethical practices in PPD - Feedback and development plans, mentoring and coaching
• Designing Training Programs - Training Methods & E-Learning (and CBT) 
• Implementing Training programs/development and career planning
• The Future of Training and Development (Seminar): The role of technology e.g. CBT

Learning and teaching strategy and rationale

This unit takes an active learning approach to guide students in the development of knowledge associated with PPD and performance management. Students are able to explore the knowledge base underpinning human resource development and performance management in a series of on campus workshops. These workshops are designed to support students to actively participate in the development of this knowledge both individually and in groups. By participating in these workshops, students will systematically develop their understanding of the critical aspects of PPD and performance management to designing solutions for various organisational and sustainability issues. This unit takes an experiential approach to support students in developing the skills required to effectively manage PPD and performance management by sharing stories and insights and reflecting on experiences. This approach is designed to interest students who prefer to learn within a social environment and builds in expert support for skills development. The rationale is to encourage deep learning instead of surface or rote learning, as deep learning will develop critical thinking skills and prepare you for competitive business and non-business environments.

A variety of learning materials (real-life examples, case studies from current issues relating to the theory and practice of consumer behaviour, journal articles, videos, lecture capture) will be used. Deep learning is likely to be fully realised as students are exposed to this variety of learning tasks.

Mode of delivery: This unit is offered in different modes. These are: "Attendance" mode, "Blended" mode and "Online" mode. This unit is offered in three modes to cater to the learning needs and preferences of a range of participants and maximise effective participation for isolated and/or marginalised groups.

Attendance Mode

In an attendance mode, students will require face-to-face attendance in specific physical location/s. Students will have face-to-face interactions with lecturer(s) to further their achievement of the learning outcomes. This unit is structured with required upfront preparation before workshops, most students report that they spend an average of one hour preparing before the workshop and one or more hours after the workshop practicing and revising what was covered. The online learning platforms used in this unit provide multiple forms of preparatory and practice opportunities for you to prepare and revise.

Blended Mode

In a blended mode, students will require intermittent face-to-face attendance determined by the School. Students will have face-to-face interactions with lecturer(s) to further their achievement of the learning outcomes. This unit is structured with required upfront preparation before workshops. The online learning platforms used in this unit provide multiple forms of preparatory and practice opportunities for you to prepare and revise.

Online Mode

In an online mode, students engage in asynchronous learning and participate in the construction and synthesis of knowledge, while developing their knowledge. Students are provided with choice and variety in how they learn. Students are encouraged to contribute to asynchronous weekly discussions. Active learning opportunities provide students with opportunities to practice and apply their learning in situations similar to their future professions. Activities encourage students to bring their own examples to demonstrate understanding, application and engage constructively with their peers. Students receive regular and timely feedback on their learning, which includes information on their progress.

Assessment strategy and rationale

In order to pass this unit, students are required to achieve an aggregate mark of at least 50%. Marking will be in accordance with a rubric specifically developed to measure student levels of achievement of the learning outcomes for each item of assessment. Students will also be awarded a final grade which signifies their overall achievement in the unit. The assessment strategy for this unit allows students to sequentially develop their knowledge and skills to become workforce and workplace designer, influencer, and be credible and future oriented to engage with other professionals in an organisation to achieve organisational sustainability outcomes. To develop this level of capabilities and professional behaviour, students will demonstrate their knowledge of PPD and performance management through engagement-led discussions and other activities focusing on the trends related to the unit. Further, students in groups will conduct a presentation on a topic that is relevant to organisational performance to demonstrate their capabilities in conducting a training program. Finally, students will demonstrate their capabilities and behaviours on their understanding of performance planning and development to achieve organisational outcomes based on a reflective journal that focuses on exploring the link between performance management and PPD from the ethical and sustainability perspective.

Overview of assessments

Representative texts and references

Books:

Barth, A. L. & de Beer, W. (2018) Performance Management Success A Best Practices and Implementation Guide for Leaders and Managers of All Organizations . 1st ed. 2018. [Online]. Cham: Springer International Publishing.

Epstein, M. J. et al. (2018) Performance Measurement and Management Control: The Relevance of Performance Measurement and Management Control Research. Bingley: Emerald Publishing Limited.

Academic Journal Articles:

Boyle, B. and Boyle, B., 2017. Human resource development practices, managers and multinational enterprises in Australia: Thinking globally, acting locally. Education+ Training, 59(5), pp.483-501.

Brown, T. C. et al. (2019) ‘Performance Management: A Scoping Review of the Literature and an Agenda for Future Research’, Human Resource Development Review, 18(1), pp. 47–82. doi: 10.1177/1534484318798533.

Cunha, M. P. e et al. (2018) Why does performance management not perform? International journal of productivity and performance management. [Online] 67 (4), 673–692.

Gorman, C.A., Meriac, J.P., Roch, S.G., Ray, J.L. and Gamble, J.S., 2017. An exploratory study of current performance management practices: Human resource executives’ perspectives. International Journal of Selection and Assessment, 25(2), pp.193-202.

Kreiling, L. & Bounfour, A. (2019) A practice-based maturity model for holistic TTO performance management: development and initial use. The Journal of technology transfer. [Online] 45 (6), 1718–1747.

Murphy, K. R. (2020). Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), 13-31.

Sablok, G., Stanton, P., Bartram, T., Burgess, J., & Boyle, B. 2017. Human resource development practices, managers and multinational enterprises in Australia. Education + Training, 59(5), 483–501.

Schleicher, D. J. et al. (2018) Putting the System Into Performance Management Systems: A Review and Agenda for Performance Management Research. Journal of management. [Online] 44 (6), 2209–2245.

Tseng, S. T., & Levy, P. E. 2019. A multilevel leadership process framework of performance management. Human Resource Management Review, 29(4), 100668.

Yuan, J. et al. (2020) Developing a building information modeling–based performance management system for public–private partnerships. Engineering, construction, and architectural management. [Online] 27 (8), 1727–1762.

Periodicals

• The Wall Street Journal
• The economist
• Barron’s
• Harvard Business Review
• MIT Sloan Management Review
• Fortune
• Bloomberg Businessweek
• Financial Times
• The New York Times
• Boston Business Journal
• Academy of Management Journal
• McKinsey Quarterly
• Journal of Business Ethics
• Business and Professional Ethics Journal
• China Business Review
• The New York Post
• The Fin Review
• The Australian
• London Times
• Forbes Magazine
• Academy of Management Review
• SpringerLink Journals of Business and Economics

Academic Journals

The list of academic journals below, although not exhaustive, may be of assistance in preparing assignments:

• Academy of Management Journal
• Asia Pacific Journal of Human Resources
• Harvard Business Review
• HR Monthly
• Human Resource Development Monthly (US)
• Human Resource Management (US)
• Human Resource Management Journal (UK)
• International Journal of Human Resource Management
• Personnel Management
• Training and Development Journal (US)