Course coordinator
Dr Nasreen Sultana
Course overview
- Study period
- Semester 1, 2025 (24/02/2025 - 21/06/2025)
- Study level
- Undergraduate
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
Managing and rewarding employee performance are critical to building a highly motivated workforce and contribute to organisations' ongoing success. This course examines the concepts, principles, practices, and systems associated with managing and rewarding employee performance in the workplace. Links are made between individual, team, and organisational performance including the alignment of goals at different levels. The differing perceptions and expectations of performance by different stakeholders are considered. Approaches to performance assessment, performance review, employee development, and reward management in contemporary organisations are examined. The course also discuss the ethical and cultural implications of performance and reward management and the impact of technologies and new organisational forms in both domestic and global contexts.
Managing Performance examines the concepts, principles, and systems associated with managing employee performance in the workplace. The goal of performance management is to improve overarching organisational performance through the effective development and improvement of the activities of the individuals and groups within that organisation.
Traditional approaches to performance management focus on the importance of aligning the individual employee’s goals (both task and personal) with the organisation’s goals. This is often achieved through an ongoing process of performance assessment (including specification and measurement of necessary job criteria), performance appraisal (often in the form of employee reviews that can include a system of rewards and/or penalties), and employee development (future-oriented planning aimed at improving or maintaining high levels of individual output).
Underlying the various approaches to performance management is appreciation of the complexity of managing people. In essence, managing performance is about managing people. ﾠEmployees are not merely reactive followers, but individuals with their own unique attitudes and aspirations that have an active influence on the organisation. To better understand and remedy the difficulties associated with managing performance, this course takes a particularly humanistic approach, emphasising the complexities of human behaviour and their impact on organisational functioning.
During this course, students will learn basic theoretical principles of human motivation, attitudes, and cognition. Then, we use this insight to better understand the performance management practices of appraisal, feedback, and development. We also address performance management challenges that are particularly salient in contemporary organisations, such as self-management, managing team performance, and social responsibility.
Importantly, this course is designed to give students the opportunity to apply this knowledge to real business situations. Over the course of the semester, students develop their analytical and communication skills by integrating and applying course principles to business cases. As a result of this focus and approach, rather than teaching general prescriptive guidelines that often neglect the importance of humanistic and contextual factors, this course prepares students to analyse an organisational context and think critically about its performance management issues and the (non)applicability of various human resource tools and techniques.
Sustainable Development Goals - UQ Business School is a proud supporter and Advanced Signatory of the United Nations Principles for Responsible Management Education (UN PRME). As part of the largest global collaboration between business schools and the UN, the school emphasises its role in empowering students to drive societal transformation through the Sustainable Development Goals. The SDGs highlight that a thriving economy relies on a healthy environment, aiming to balance economic growth, social well-being, and environmental protection for a sustainable future.
Course requirements
Assumed background
It is assumed that students have successfully completed MGTS2604 (Introduction to Human Resource Management). Before attempting this course, students are advised that it is important to complete the appropriate prerequisite course(s) listed on the front of this course profile. No responsibility will be accepted by the School of Business, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where the appropriate prerequisite(s) has/have not been completed, for any reason whatsoever.
Prerequisites
You'll need to complete the following courses before enrolling in this one:
MGTS2604
Incompatible
You can't enrol in this course if you've already completed the following:
MGTS7605
Restrictions
Quota: Minimum of 35 enrolments
Course contact
Course staff
Lecturer
Dr Nasreen Sultana
Tutor
Mr Alexander McBroom
Facilitator
Dr Angela Bowles
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full name
- Student ID
- Course Code
Aims and outcomes
The primary objective of Managing Performance [MGTS3607] is for students to develop a deeper understanding of human motivation, attitudes, and cognition, recognizing the implications of these concepts for the effective implementation of performance management systems.ﾠ Seminars and readings provide an overview of the theories and practices relevant to individual performance in organisations.ﾠ Students then develop their analytical and communication skills by applying these principles to solve issues in real business cases.ﾠﾠ
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Identify the frameworks, systems, and techniques central to managing performance
LO2.
Identify the theoretical principles underlying best practice in performance management
LO3.
Identify common judgment and decision-making errors that can undermine effective performance management in the workplace
LO4.
Apply theoretical principles from the course to establish informed decision making in performance management
LO5.
Apply learning through analysis and forming recommendations for improving organisational performance management systems
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Paper/ Report/ Annotation, Portfolio |
Case Analysis & Executive Summaries
|
30% |
Week 3 - Week 11
Your groups best 3 out of 4 submissions will contribute towards this assessment. |
| Paper/ Report/ Annotation, Project | Report on Evaluation of a Performance Management System | 30% |
16/05/2025 4:00 pm |
| Examination |
Final Exam
|
40% |
End of Semester Exam Period 7/06/2025 - 21/06/2025 |
Assessment details
Case Analysis & Executive Summaries
- Team or group-based
- Mode
- Written
- Category
- Paper/ Report/ Annotation, Portfolio
- Weight
- 30%
- Due date
Week 3 - Week 11
Your groups best 3 out of 4 submissions will contribute towards this assessment.
- Other conditions
- Peer assessed.
- Learning outcomes
- L01, L02, L03, L04, L05
Task description
A core feature of this course is developing students’ ability to think critically about real business cases, and to effectively communicate thoughtful, theory-based recommendations for improving performance management practice. The case analysis assessment is meant to expose students to a variety of performance management questions/issues that they may encounter and be expected to analyse and resolve in an HR-related job, as HR consultants, as managers/supervisors, or in a situational interview. Moreover, this assessment tests students’ ability to do this a realistic context that involves actual performance management problems, full access to any resources they wish to draw upon (i.e., open-note), analysing problems in real-time, and selling recommendations to sceptical managers, drawing on team collaboration and individual efforts.
In this course, you will be placed into a group for the semester. As a learning exercise in weeks 3, 4, 5, 6, 7, 8, 9, and 11, your group require to prepare a brief executive summary (600-750 words) relating to the case study. Students will prepare for weekly seminar meetings by carefully preparing for an assigned business case. Students will receive "burning question(s)" for the cases a week in advance. Students shall come to class prepared with notes, meet in groups of about five to critically analyse the case and respond to the burning question(s). Based on the group discussions, students then write up an Executive Summary as a group for that case outlining their analysis and proposing recommendations that are justified clearly using course concepts, ideas, and theories.
This assessment requires you to only submit four (4) executive summaries for marking over the semester. Whether you choose to prepare an executive summary each week is up to your group to decide. Your facilitator will provide you with feedback on your submission each week so that you can make improvements where needed in your subsequent submissions.
The best 3 marks will contribute towards the final grade for each group.
Each group will submit the Executive Summary both in Blackboard and Turnitin.
At the end of each Executive Summary, you will be required to submit details of the contributions of each member of the group. Contributions will be used to adjust students' individual group assignment results.
A Note on Teamwork:
- Although we hope all team members will work happily with each other and learn from each other, problems can occur. If so, please first deal with this issue immediately with your team member. To excel as business leaders, you will need to deal openly, constructively, and in a timely manner with any issues in your team.
- Consistent problematic issues regarding team member participation will prompt a meeting with the course-coordinator with the intent to reintegrate the erring member. Uncooperative members run the risk of having their grade reduced to account for their behaviour’s assumed negative effect on their team’s project and as a deterrent to social loafing.
- It is strongly recommended that each team appoint a Secretary-Recorder (This can be a rotating or shared role), who will maintain a log of all team activities (including attendance at meetings and team member follow-through on commitments) for my review upon request in the event of problematic team members.
- You are encouraged to have a Leader to facilitate the teamwork. Again, this can be a rotating or shared role to give everyone the opportunity to lead.
AI Statement:
This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.
This is a group assignment; any copying or plagiarism is equivalent to cheating. Academic integrity policy is in effect in this course. It is the responsibility of each individual and group to adhere to academic integrity. Any work that has been copied from any other source or person except where due acknowledgement is made will receive zero marks. Remember the use of AI in assessments for this course is not permitted.
Submission guidelines
Each group will submit the Executive Summary both in Blackboard and Turnitin on or before the due date. Further information will be available in the Seminars throughout the semester.
Deferral or extension
You cannot defer or apply for an extension for this assessment.
No extensions are permitted as best 3 out of 4 submissions will contribute to your mark.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Report on Evaluation of a Performance Management System
- Mode
- Written
- Category
- Paper/ Report/ Annotation, Project
- Weight
- 30%
- Due date
16/05/2025 4:00 pm
- Learning outcomes
- L01, L02, L03, L04, L05
Task description
The performance management system can be one you have personal experience, a system used in a family or friend’s company, or one that can be found in reputable sources. Students are expected to critically analyse the performance management issues facing their chosen organisation and write a business report with solutions and recommendations that constructively address the performance management issues in their chosen organisation.
Students will have the opportunity to critically evaluate and analyse a performance management or appraisal system using the concepts/theories/frameworks/models discussed throughout the semester. Note: Students may choose different performance management frameworks rather than the frameworks used in the course content. You should supplement the assignment with appendices (if required), support your arguments with citations, and provide a rationale for your thinking.
Tasks
You will Individually produce a 2,000 word business report with at least 10 academic peer-reviewed sources. Your report will address the following:
- Decide on a medium to large organisations where there is a performance management challenge/issue. Also, it is NOT necessary to contact the organisation for interviews or visits. Students should rely only on secondary research including but not limited to company websites, strategic plans, annual reports, industry and analysts' reports.
- Based on the contents of MGTS3607 seminar activities, you will determine the major performance management challenges/issues the organisation is facing and why it is important to study and resolve this issue in the organisation.
- Critically analyse the performance management issues in your case organisation using theories, concepts, frameworks and models from the course and research evidence from academic journal articles to establish your report arguments. Provide evidence of clear and concise articulation of the connection between performance management theories and practice.
- Develop and present a clear set of recommendations to the executive director, CEO or Human Resource Manager of your case organisation on how to implement your proposed recommendations.
Notes:
- Use APA 7 style in the reference section and when citing relevant literature that supports your decisions and procedures.
- At least 10 academic journal articles should be used appropriately.
- Include appropriate headings/subheadings to facilitate communication of your ideas.
- The word limit is 2000 words (+-10%, excluding appendices and references). The document should be formatted in Arial, 12-point font, 1.5 spacing, with 2.54 cm margins all around.
- Appendices may be provided and are expected as supporting material. Appendices must be referenced in the text and kept in order of their reference.
NOTE: Additional information will be provided in seminars.
Criteria & Marking:
Further details about marking criteria are provided in assessment 3 folder on the course blackboard. Also, more instructions and guidance on assessment task 2 is provided throughout the semester and on the course blackboard.
SUBMISSION REQUIREMENTS
The assignment should be well formatted, free of spelling and grammatical errors. It must be of a professional quality, as if you were submitting a report to a supervisor in a human resources division of a real organization. The project must be submitted electronically to Turn-It-In via Blackboard.
AI Statement:
Artificial Intelligence (AI) provides emerging tools that may support students in completing this assessment task. Students may appropriately use AI in completing this assessment task. Students must clearly reference any use of AI in each instance. A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct.
This is an individual assignment; any copying or plagiarism is equivalent to cheating. It is the responsibility of each individual to adhere to academic integrity. Any work that has been copied from any other source or person except where due acknowledgement is made will receive zero marks. Remember the use of AI in assessments for this course is not permitted.
Submission guidelines
You should submit your assessment via Turnitin on Blackboard on or before the due date
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Final Exam
- Identity Verified
- In-person
- Mode
- Written
- Category
- Examination
- Weight
- 40%
- Due date
End of Semester Exam Period
7/06/2025 - 21/06/2025
- Other conditions
- Time limited.
- Learning outcomes
- L01, L02, L03, L04, L05
Task description
The exam will take the form of short essay questions.
This is not an open-book exam.
The exam will include all materials covered in the course from Weeks 1-11.
Missing the examination without legitimate reason will result in zero marks.
Only answers in the English language will be marked.
Criteria & Marking:
- The examination will be assessed on its completeness and correctness. Knowledge of performance management theories, applying theory to practice, and evidence and analysis are the key criteria for assessment, besides answering all parts of the questions. Further details will be made available on Blackboard.
AI Statement:
This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.
Exam details
| Planning time | 10 minutes |
|---|---|
| Duration | 120 minutes |
| Calculator options | No calculators permitted |
| Open/closed book | Closed Book examination - no written materials permitted |
| Exam platform | Paper based |
| Invigilation | Invigilated in person |
Submission guidelines
Deferral or extension
You may be able to defer this exam.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Find the required and recommended resources for this course on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Seminar |
Introduction and Course overview Overview of the course; introduction of the course staff, discussion of course activities, assessment structure and assessment due dates. Agunis (Ch1) Learning outcomes: L01, L02 |
Week 2 |
Seminar |
Defining and Measuring Performance Explore the definitions of performance management and procedures necessary for the identification of relevant performance criteria and the measurement of those criteria. Readings/Ref: Ch 4 & 5) Learning outcomes: L01, L02, L03, L04 |
Week 3 |
Seminar |
Extrinsic Motivation and Compensation Systems Motivating employees to perform through external systems of control (e.g., compensation, incentives, etc.). Readings/Ref: Blackboard Learning outcomes: L01, L02, L04, L05 |
Week 4 |
Seminar |
Intrinsic Motivation Reconsidering employee motivation beyond tangible material resources. A more humanistic approach, that considers individual goals of autonomy, achievement, and belonging. Readings/Ref: Blackboard Learning outcomes: L01, L02, L03, L04, L05 |
Week 5 |
Seminar |
Subjective Performance Criteria Uncover common human errors and biases that affect the evaluation of subjective performance criteria and can undermine the effectiveness of performance management systems. Readings/Ref: Aguinis (Ch6) Learning outcomes: L01, L02, L03, L04, L05 |
Week 6 |
Seminar |
Performance Appraisal and Coaching The complexities and considerations necessary for the effective communication of performance feedback; including common pitfalls and appraisal skill. Readings/Ref: Aguinis (Ch 6 & 9) Learning outcomes: L01, L02, L04, L05 |
Week 7 |
Seminar |
Fairness Management We discuss principles of fairness and identify how to apply those principles in order to best manage employee performance. Readings/Ref: Blackboard Learning outcomes: L01, L02, L04, L05 |
Week 8 |
Seminar |
Ethical Performance Management Consider critical factors affecting employee well-being and discuss the principles and practices of ethical performance management. Readings/Ref: Aguinis (Ch 10) Learning outcomes: L01, L02, L03, L04, L05 |
Mid-sem break |
No student involvement (Breaks, information) |
In-Semester Break (Independent Study): No seminar this week due to break |
Week 9 |
Seminar |
Managing Team Performance #1; and Introduction to Final Assignment (Seminar): We consider the team-based structure often employed by modern organisations and the complexities of managing performance in groups. Readings/Ref: Aguinis (Ch11) Learning outcomes: L01, L02, L04, L05 |
Week 10 |
Seminar |
No Seminar (SELF-DIRECTED LEARNING) Labour Day Public Holiday - Monday 5 May 2025 - Check Blackboard for announcements about affected classes. Research on Performance Management Report. |
Week 11 |
Seminar |
Managing Team Performance #2 Continuing the discussion of performance in teams, we consider critical team functions of problem-solving and creativity, and the unique challenges of fostering this particular type of performance. Readings/Ref: Aguinis (Ch 11) Learning outcomes: L01, L02, L04, L05 |
Week 12 |
Seminar |
Course Review and preparation for Final Exam Review of the course to assist with final case preparation. We will also discuss the preparation for the final assignment task and how to approach it. Readings/Ref: Blackboard Learning outcomes: L01, L02, L03, L04, L05 |
Week 13 |
Seminar |
Prep and Consult for the Final Exam (Seminar): Drop-in session for project help. Overview of task and how to complete it. Assignment 3 due this week Learning outcomes: L01, L02, L03, L04, L05 |
Additional learning activity information
Sustainable Development Goals
This course integrates the following Sustainable Development Goals (SDGs) through lectures and assessment.
Goal 3: Good health and well-being
Goal 5: Gender equality and women's empowerment
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.