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  • Lord Ashcroft International Business School

    Improving Organisational Performance

    Department: Human Resource Management, Organisational Behaviour and Tourism Module Code: MOD001182 Year: 2013/14 Semester: 2

  • Module Guide

    Page 2

    Contents Improving Organisational Performance...................................................................... 1 2. Introduction to the Module ..................................................................................... 3 3. Intended Learning Outcomes ................................................................................ 4 3.1 Employability skills delivered in this Module ......................................................... 4 4. Outline Delivery ..................................................................................................... 5 4.1 Attendance Requirements ................................................................................... 6 5. Assessment ........................................................................................................... 7 5.1 Submitting via Turnitin®UK GradeMark [Cambridge and Chelmsford students] ... 8 5.2 Submitting your work [Students in all other locations at Associate Colleges] ..... 10 5.3 Marking Rubric and Feedback .......................................................................... 11 5.4 Re-Assessment (resit) ....................................................................................... 11 6. How is My Work Marked? .................................................................................... 11 7. Assessment Criteria and Marking Standards ....................................................... 14 7.1 Specific Assessment Criteria and Marking Rubric.............................................. 14 7.2 University Generic Assessment Criteria ............................................................. 16 8. Assessment Offences .......................................................................................... 18 9. Learning Resources ............................................................................................ 20 9.1. Library .............................................................................................................. 20 10. Module Evaluation ............................................................................................. 22 11. Report on Last Delivery of Module ..................................................................... 23 Appendix 1: Re-Assessment Information ................................................................. 24

    file://anglia.local/fs/StaffHome/jb68/My%20Documents/Improving%20Organisational%20Performance/2013-14/Module%20Guide%202013-14.doc%23_Toc377549833

  • Module Guide

    Page 3

    Module/Unit title: Improving Organisational Performance Module Leader: Jill Baldwin Module Tutors: Kauthar Nasiruddin, 603 8991 9500. Extension : 248 Email: kauthar@ftms.edu.my Every module has a Module Definition Form (MDF) which is the officially validated record of the module. You can access the MDF for this module in three ways via:

     the Virtual Learning Environment (VLE)

     the My.Anglia Module Catalogue at www.anglia.ac.uk/modulecatalogue

     Anglia Ruskin’s module search engine facility at www.anglia.ac.uk/modules All modules delivered by Anglia Ruskin University at its main campuses in the UK and at Associate Colleges throughout the UK and overseas are governed by the Academic Regulations. You can view these at www.anglia.ac.uk/academicregs. A printed extract of the Academic Regulations, known as the Assessment Regulations, is available for every student from your Faculty Office [REPLACE WITH EQUIVALENT OFFICE/LOCATION AT ASSOCIATE COLLEGE] (all new students will have received a copy as part of their welcome pack). In the unlikely event of any discrepancy between the Academic Regulations and any other publication, including this module guide, the Academic Regulations, as the definitive document, take precedence over all other publications and will be applied in all cases.

    2. Introduction to the Module

    This module introduces the learner to how organisations can drive sustained organisation performance by creating a high-performance work organisation (HPWO) and involving line managers in the performance management process. The module assesses the different conceptual frameworks of high- performance working (HPW) and examines its impact on organisational performance, competitive advantage, employee engagement and employee wellbeing. It provides the learner with the business case for, and the barriers to, HPW as well as the role of people management in improving organisational performance. Furthermore, the module examines the contribution of the performance management process and shows how the involvement and commitment of line managers, and the use of effective and inclusive collaborative working and communication techniques, can support the building of a high- performance culture that promotes diversity, trust, enthusiasm and commitment and that recognises critical skills, capabilities, experience and performance. It considers the contribution of the theoretical foundations of high performance working and the criticisms of the under theorisation of the link between people management practices and performance. It explores the routes towards work intensification and links to stress management by appraising the concepts of high performance outcomes centred around the emancipation of the workforce as compared to the experiences within modern (multinational) organisations post- 2000.

    http://www.anglia.ac.uk/modulecatalogue http://www.anglia.ac.uk/modules http://www.anglia.ac.uk/academicregs

  • Module Guide

    Page 4

    3. Intended Learning Outcomes

    On successful completion of this module the student will be expected to be able to:

    Knowledge and understanding

    1 Understand and critically appraise the conceptual frameworks and

    complexity of high-performance working (HPW) and its contribution to

    sustainable organisation performance. Explore, evaluate and understand

    the business case for creating a high-performance work organisation

    (HPWO).

    2 Understand and be critically aware of the contribution of the performance

    management process towards high levels of performance and understand

    and critically appreciate the role of line managers in the performance

    management process. Understand the contribution of the performance

    management process to high levels of performance and critically

    appreciate the role of line managers in the performance management

    process.

    Intellectual, practical, affective and transferable skills

    3 Create and sustain a community of practice to build a high-performance

    culture and appraise its validity, sustainability and issues surrounding

    problems or challenges with implementing a high performance culture.

    3.1 Employability skills delivered in this Module

    It is important that we help you develop employability skills throughout your course which will assist you in securing employment and supporting you in your future career. During your course you will acquire a wide range of key skills. In this module, you will develop those identified below:

    SKILL Skills acquired in this

    module

    Communication (oral) X

    Communication (written) X

    Commercial Awareness X

    Cultural sensitivity

    Customer focus X

    Data Handling X

    Decision making X

    Enterprising

    Flexibility

    Initiative X

    Interpersonal Skills

    Leadership/Management of others

    Networking X

    Organisational adaptability X

    Project Management X

    Problem Solving and analytical skills X

    Responsibility X

    Team working

    Time Management X

    Other

  • Module Guide

    Page 5

    4. Outline Delivery

    Wk Lecture Seminar/Workshop Student-managed learning

    1

    The foundations of Performance Management (PM)

    Introduction to Module Guide and Assessment

    Chapter 1 Armstrong (2009) Chapter 1 Armstrong & Baron (2005)

    2

    The conceptual framework of PM

    Case Study Example of PM Chapter 2 Armstrong (2009)

    3

    Performance Management Systems

    Case Study Example of PM Chapter 4 Armstrong (2009)

    4

    Performance Management Processes

    Assignment planning PM Models

    Chapter 2 Armstrong & Baron (2005) Chapters 7-12 Armstrong (2009)

    5

    Performance Management Processes part 2

    Assignment Planning PM Models

    Chapter 2 Armstrong & Baron (2005) Chapters 7-12 Armstrong (2009)

    6

    Performance Management in Action

    Outcomes of the CIPD survey Performance management in Action: current trends and practice CIPD (2009)

    7

    High Performance Working High Performance Culture Employee Engagement

    Ramsay, H., Scholarios, D. and Harley, B. (2000) ‘Employees and High-Performance Work Systems: Testing Inside the Black Box’, British Journal of Industrial Relations, 38:4, pp. 501-531.

    8

    Managing Organisational Performance

    Student led session – PM example from assignment research

    Chapter 5 Armstrong & Baron (2005) Chapter 1