MGT4380

Performance Management

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This course provides students the skills necessary to understand performance management in organizations (both domestic and global) and how it impacts the business environment. The course will examine the concepts, designs, applications and implementation of performance management that helps increase an organization’s human capital.   A variety of performance management topics will be discussed including strategic and general considerations such as rewards systems, process, measurement, behaviors, communications, employee development, legal issues and team performance.    The course will also explore the future of performance management by identifying alignment with strategic goals, future technology, and contextual issues affecting the performance management system. 

PREREQUISITE: 

NONE

COURSE COMPETENCIES:

UPON COMPLETION OF THE COURSE, THE STUDENT WILL BE COMPETENT IN:

  • Identifying multiple purposes of a performance management system including strategic, administrative, informational, developmental, organizational, maintenance and documentation purposes. 
  • Exploring the key features of an ideal performance management system.
  • Researching the role of performance management in the business context.
  • Differentiating results from behaviors, performance planning, performance renewal and re-contracting. 
  • Discussing the importance of prerequisites needed before a performance management system is implemented, including knowledge of the organizations’ mission and strategic goals and knowledge of the positions within the organization.
  • Identifying the various factors that determine performance, including declarative knowledge, procedural knowledge and motivation.
  • Discovering various types of teams and how teams may require different types of performance management.
  • Designing a performance management systems that focuses on individual performance, individual performance that contributes to team performance and team performance.
  • Exploringthe behaviorial approach to measuring performance including the identification and assessment of competencies.
  • Developing comparative performance measurement systems such as simple rank order, alternation rank order, paired comparisons, relative percentile and forced distribution (being aware of the relative advantages and disadvantages of each).
  • Discovering the psychological mechanisms leading to the inflation and deflation of performance ratings.
  • Designing effective appraisal forms.
  • Describing the critical steps that must be taken before the performance management system is launched, communication plan, training programs, and various measurements that will provide information regarding the systems effectiveness.
  • Examining the importance and benefits of including a developmental plan as part of the performance management system. 
  • Developing a performance management system that includes both task and contextual performance dimensions.
  • Discovering and identifying the key skills managers need to manage the performance of their employees effectively, including skills regarding coaching, giving feedback and conducting performance review meetings.
  • Understanding the manager’s personality and behavioral preferences determine his or her coaching style.
  • Designing a contingent pay plan, taking into account key variables such as the organization’s culture and strategic business objectives.
  • Identifying the point at which a performance management system allows illegal discrimination.
  • Exploring and identifying issues involved in implementing a performance system on-line.