2024/2025 KAN-CSAAO1006U Performance Management
English Title | |
Performance Management |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Mandatory |
Level | Full Degree Master |
Duration | One Quarter |
Start time of the course | Third Quarter |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Study board |
Study Board for cand.merc. and SAM
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Course coordinator | |
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Main academic disciplines | |
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Teaching methods | |
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Last updated on 30-05-2024 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||
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Examination | ||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||
Aim The aim of the course is to strengthen the student’s competence to analyse and design performance management systems and processes useful for aligning, engaging, and developing the commercial organization’s workforce. By advancing the students’ knowledge of the roles of performance measurement, goal setting, feedback, evaluations, and compensation, new tools to improve coordination and motivation of the commercial organization are provided.
Course content The course outlines a framework for analysing and developing performance management systems and processes in a cross-disciplinary perspective. The course departs from organizational economics (e.g. agency and transaction costs economics) but adds psychological and sociological theory in order to better understand and improve performance information system and process design for informing, incentivizing, conditioning, and documenting key customer and commercial processes in the firm.
Key topics addressed at the course are:
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Description of the teaching methods | ||||||||||||||||||||||||
Theoretical dialog lectures are mixed with case
discussions. The lectures introduce concepts and models decisive
for understanding performance management issues and outline their
theoretical assumptions. Through cases and exercises students train
the application of concepts, theories, and models in order to
design value creating performance management and incentive systems
in organizations.
The teaching methods is through debate, case studies, and a constant dialog between theory and practice. |
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Feedback during the teaching period | ||||||||||||||||||||||||
The students will get the opportunity participate
in two feedback sessions (the multiple choice test and an essay
assignment) 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
readgarding their understanding of the topics. At the end of the
course a review and Q&A session is planned.
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Student workload | ||||||||||||||||||||||||
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Expected literature | ||||||||||||||||||||||||
DeNisi, A. S., & Smith, C. E. (2014). Performance Appraisal, Performance Management, and Firm-Level Performance: A Review, a Proposed Model, and New Directions for Future Research. Academy of Management Annals, 8(1), 127–179
Cappelli, P., Travis, A., & Tavis, A. (2016). The Performance Management Revolution. Harvard Business Review, (October)
Gibbons, R., & Roberts, J. (2013). Economics of incentives in organizations. In R. Gibbons & J. Roberts (Eds.), The Handbook of Organizational Economics (pp. 56–99). Princeton University Press. |