This course focuses on performance appraisal, compensation, benefits, and incentive systems. In the area of performance appraisal, topics to be studied include systems, methods, rater errors, and interviewing. Other topics to be explored include pay plans, compensation administration, flexible benefits, health plans, individual and group incentives, employee motivation, and HRIS. Prerequisite: MGT 6020.

( MGT 6020 OR CSA 6020 )

A. ENTRANCE COMPETENCIES:

It is expected that all students, through a combination of previous graduate course work and/or professional work experience, are familiar with the following.

Students should enter this course with some knowledge and experience with:

1) Historical background of Management theories.
2) Academic overview about Organizational Development theory.
3) Fundamental background concerning the HR function within organizations.
4) Considerable knowledge and/or job experience with HR operations for:
   - HR Staffing and Budgeting requirements
   - Recruitment and Selection practices
   - Compensation, Benefits and Incentives
   - Management and Organization developmental alignment
   - Employee Training, Education, and Development needs
   - Performance Appraisal and Reward Systems
   - Strategic Planning, Implementation, and Evaluation
5) Highly advanced knowledge or work-related skill experience with:
   - Problem solving techniques to address performance and reward issues.
   - Coaching and counseling processes to correct workplace performance.
   - Basic motivation theory to support HR operations.
   - Decision Making procedures to change HR operational functions.
   - Leadership theory considerations to change organizational climate and culture.
   - Theory application and applied research methods to validate HR initiatives

B. EXIT COMPETENCIES:

As a core course in the program, at its completion, students will be able to:

1) Articulate a personal / professional philosophy concerning Performance and Reward [P&R] applications in both the work place and academic environments;
2) Communicate verbally or in writing about the current and future trends concerning the use of Performance and Reward systems in organizational settings;
3) Communicate, Apply, and Validate performance measures and reward incentives in an ethical and cost-effective manner for all employees and management within the internal and external organizational constraints;
4) Design, Implement, and Evaluate a Performance Management system that integrate within an organization's culture and aligns with its strategic business plan;
5) Value the importance of ethical and social responsibility by HR professionals and their organization's leadership when designing and implementing P&R services;
6) Conduct professional research for making life-long contributions through publications, conference presentations, and sharing of Best Practices concerning P&R issues;
7) Carry Out doctoral level dissertation research using appropriate methodologies and expert resources in an objective and professional manner as prescribed by the school¿s Office of Research.

1. Required Materials


1. Textbooks

Performance appraisal source book: A collection of practical samples. - 2003
Deblieux, Mike

ISBN: 1586440373


The performance appraisal question and answer book: A survival guide for managers. - 2002
Grote, Dick
AMACOM
New York, NY
ISBN: 9780814471517


Applied Psychology in Human Resource Management - 6.Edition - 2005
Cascio, Wayne F. and Aquinis, Herman
Prentice Hall (Pearson)
ISBN: 0-1314-84109


2. Articles

1. Bass, BM, Avolio, BJ, Jung, DI, & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207-218.

2. Chang, PL & Chen, WL. (2002). The effect of human resource management practices on firm performance: Empirical evidence from high-tech firms in Taiwan. International Journal of Management, 19, 622-631.

3. Greguras, GJ, Robie, C., Schleicher, DJ & Goff. (2003). A field study of the effects of rating purpose on the quality of multisource ratings. Personnel Psychology, 56, 1-21.

4. Knight, JL, Hebl, MR, Foster, JB & Mannix, LM. (2003). Out of role? Out of luck: The influence of race and leadership status on performance appraisals. The Journal of Leadership and Organizational Studies, 9, 85-93.

5. Ngo, HY, Foley, S, Wong, A & Loi, R. (2003). Who gets more of the pie? Predictors of perceived gender inequity at work? Journal of Business Ethics, 45, 227-241.

6. Scullen, SE, Mount, MK & Judge, TA. (2003). Evidence of the construct validity of developmental ratings of managerial performance. Journal of Applied Psychology, 88, 50-66.

Additional required readings will be available by Sept. 15 and will be posted to WebCT for all students.



APA Manual
The APA Manual is a recommended textbook for all courses.
Effective July 1^st 2009, the 6th edition of the APA Manual is recommended for all courses.

NSU Bookstore
Textbooks and Case Studies may be purchased from the NSU Bookstore (located in the University Park Plaza) by calling 1-800-509-2665 or online at http://www.nsubooks.bkstore.com.

The NSU libraries comprise the Alvin Sherman Library, Research, and Information Technology Center, East Campus Branch Library, Health Professions Division Library, Law Library and Technology Center, North Miami Beach Branch Library, University School Library Media Centers, and the William S. Richardson Ocean Science Library. Students are strongly encouraged to visit one of the physical locations and/or take advantage of the vast electronic library available for research. For more information, please visit http://www.nova.edu/library.

Please note that all required and recommended materials should be referenced in APA style.