Program Overview

HRMG208 - Performance Planning and Development

Year

2022

Credit points

10

Campus offering

No unit offerings are currently available for this unit.

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 essential 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.

Learning Outcomes

To successfully complete this unit, students will be able to demonstrate they have achieved the learning outcomes (LO) detailed in the table below. Each outcome is informed by a number of graduate capabilities (GC) to ensure work in this unit is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination, and impact.

• 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.

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.

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, (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: .
• 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, (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, (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, (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, (4), .
• 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)