| Learning objectives |
The learning objectives of the course are:
- Identify and define design problems related to the core topics
discussed at the course by means of the key concepts and models
from the course
- Explain and integrate the key concepts, theories and models
from the course in analysing and discussing coordination and
motivation problems related to people strategy implementation and
organisational value creation.
- Critically reflect upon various design solutions proposed by
theories and models applied at the course in terms of their value
effects and relevance in specific organizational contexts
(case-sensitivity)
|
| Examination |
The exam in the subject consists of two parts:
| People,
Performance and Organizational Value: | | Sub exam weight | 50% | | Examination form | Written sit-in exam on CBS'
computers | | Individual or group exam | Individual exam | | Assignment type | Written assignment | | Duration | 4 hours | | Grading scale | 7-point grading scale | | Examiner(s) | One internal examiner | | Exam period | Winter | | Aids | Closed book: no aids
However, at all
written sit-in exams the student has access to the basic IT
application package (Microsoft Office (minus Excel), digital pen
and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player,
Windows Media Player), and the student is allowed to bring simple
writing and drawing utensils (non-digital). PLEASE NOTE: Students
are not allowed to communicate with others during the
exam. | | Make-up exam/re-exam | Same examination form as the ordinary exam If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead. | Description of the exam
procedure
All learning objectives are relevant for this partial
examination |
| People,
Performance and Organizational Value: | | Sub exam weight | 50% | | Examination form | Oral exam | | Individual or group exam | Individual exam | | Duration | 20 min. per student, including examiners'
discussion of grade, and informing plus explaining the
grade | | Preparation time | With the listed preparation time: 20
Minutes | | Grading scale | 7-point grading scale | | Examiner(s) | Internal examiner and second internal
examiner | | Exam period | Winter | | Aids | Open book: all written and electronic aids
The student is
allowed to bring to the preparation room: Simple writing and
drawing utensils, laptop/tablet as a reference book (NB: there are
no electric outlets available), any calculator, books including
translation dictionaries, compendiums, notes. PLEASE NOTE: Students
are not allowed to communicate with others during the preparation
time. | | Make-up exam/re-exam | Same examination form as the ordinary exam | Description of the exam
procedure
All learning objectives are relevant for this partial
examination |
|
| Course content, structure and pedagogical
approach |
|
This course focuses on two problems essential for people,
performance and value
in organisations: coordination and motivation of employees.
The intertwined problems
are instrumental in execution of people strategy and
business development. Coordination includes not only issues of
organizational design (organisational structure, team and job
design), work force planning, skills and competence matching
but also goal setting, feedback and development of employees.
Motivation is about employee commitment and engagement
and it mobilizes issues such as pay, incentives, purpose
and job - happiness. The course is divided
in two parts
.
The first part of the course concentrates on understanding,
calculating, analyzing and discussing broader issues of
people, performance and value expressed in
key structures related to organistional design, job,
people and pay in the organizations.
The second part of the course focuses on performance
information and its roles in coordination and
motivation of employee. This involves the problem of
measuring and evaluating performance (not only in
terms of financial but also customer, sustainability and
societal performance) and understanding
how performance information exchange
influence employees’ and managers
decisions, actions, incentives as well
as intrinsic
motivation fundamental for executing people strategy
and business development.
|
| Description of the teaching methods |
| The teaching is a mix of dialogue lectures,
pre-recordings and discussions of assignments, reflection questions
in class as well as casework related to the key topics discussed in
the course. The module also applies a case-analysis based
organization of learning similar to module 1. The focus is likewise
on how the different topics plays out in a variety of different
organizational contexts. A major difference is more weight on
economic quantitative analysis and expressions. While many topics
are based on formal academic conceptualizations, the module also
applies a long range of concrete and practical example, like for
instance cost benefit analysis, scorecards and business cases in
the teaching. |
| Feedback during the teaching period |
| The students will get the opportunity participate
in several feedback sessions (including multiple choice tests and
an essay assignments) to give students a better overview of whether
they are following the expected learning curve. In addition, during
dialog lectures and case discussions students will get continuous
feedback regarding their understanding of the topics. At the end of
each part of the course a review and Q&A session is
planned. |
| Student workload |
| teaching |
66 hours |
| preparation |
246 hours |
| exam |
100 hours |
|
| Expected literature |
|
Indicative literature:
- Lazear, E.P. & Gibbs, M. 2018. Personnel economics
in practice, Wiley & Sons (fourth edition)
- Gerhart, B. and Newman, J. M. (2020) Compensation,
McGraw Hill
- Adler, S; Campion, M.; Colquitt, A.; Grubb, A.; Murphy, K.,
Ollander-Krane, R,; Pulakos, E. (2016) Getting Rid of Performance
Ratings: Genius or Folly? A Debate, Industrial and Organizational
Psychology, 9(2).
|
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