CHANDRAGUPT INSTITUTE OF MANAGEMENT PATNA

PGDM 2022-24

Program: PGDM (Equivalent to MBA) Trimester: IV

Course: Performance Management Systems Code: PMS
Teaching Scheme Evaluation Scheme
ClassroomSession Practical/ Group work Credit ContinuousEvaluation Term End Examination
10 Yes 1.5 50% 50%
Nature of the Course: Elective
Course Rationale:
Performance management is an ongoing process between the organization and its employees. The process entails
understanding the organization goals and establishing its linkage employee performance through planning work andsetting
expectations, continually monitoring performance, developing the capacity to perform, ongoing feedback, follow-up and
rewarding good performance.
Performance appraisals provide employees and supervisors with a comparison of on-the-job performance and established
performance-measurement standards. While day-to-day appraisals are usually informal, annual performance evaluations are
more structured and are based on specific guidelines. A strong performance management system is a tool for achieving
employee and organizational effectiveness.
Course Objectives (COs):
1. To develop a holistic perspective of Performance Management Systems within organizations by employing
required pedagogy
2. To develop feedback mechanism as part of reviewing performance
3. To develop analyzing skills job roles and performance measurement
4. To develop evaluating skills on appraisal related grievances
5. To develop analyzing and evaluating skills of the role of coach and mentor in performance management
Learning Outcomes (LOs):
After completion of the course, students would be able to:
1. Comprehend the concepts on performance management system in organizations.
2. Develop the ability towards the usage of performance management systems as a powerful tool for linemanager
as well as the HRD Professional in leveraging organizational and employee performance.
3. Would be able to appreciate and have focus on practical learning, and skill development towards enhancing
capabilities and improving managerial performance in business organizations
4. Would evaluate the appraisal related grievances.
Pedagogy:

 Lectures, Case studies, Activities, Educational Videos, Role Play, Article review/presentation.
Textbook:
 Performance Management, Bagchi, S.N. Cengage, 2011
 Performance Management, 3e, Herman Aguinis, Pearson, 2013
Reference Books:
 Performance Management and Appraisal Systems-HR Tool for Global Competiveness, T.V. Rao, Sage
Publications, 2004
 Armstrong, Michael (2007), Performance Management – Key Strategies and Practical Guidelines, Realities
and Practice (3rd Edition), New Delhi: Kogan Page
Journals:
 Journal of Occupational and Organizational Psychology
 Research in Organizational Behavior
 Group Processes and Intergroup Relations
 Journal of Organization Behavior Management
 Organizational Psychology Review
 Journal of Applied Behavioral Science
 Journal of Managerial Psychology
Assessment Scheme:

Group Assignment: 10%

Quizzes: 10%
Development of PA Form: 15%
Class Participation/Presentation: 15%
Term-End Exam: 50%

Total: 100%

Detailed Session Plan

Session Topics Learning Outcomes Pedagogical Tool Textbook Chapters &
Readings
Introduction to Comprehend the Case: Textbook: Chapter 1
Performance scope and Dovernet
Management – Scope and significance of #112061-PDF-ENG Article:
Significance performance Published 2012 Becoming Employee
1
management Revised 2017 Champion, Leverage HR
HBS Practices To Deliver
Results (HBR)

Performance management Comprehend the Case: Performance Textbook: Chapter 5 &

framework theories of Management at the Chapter 10
performance National Institute of
Developing Leadership management Management
Effectiveness (Central India
2 Campus) (A)

Performance Comprehend job Case: Textbook: Chapter 2

Management Process: roles and its Management Levels  Aguinis, H.
Understanding the relation to at Staples Performance
importance of Job roles performance A,B,C,D,E & F Management.
Management
3 Group Assignment Pearson Education,
2012. (Page No. 30-
37,
50-71)

Performance  Results in Case Discussion and Textbook: Chapter 2

Management Process : Planning for role play continues
Performance Planning, Role clarity, with the case on
goals and objective ‘Management Chapter 3 (Aguinis, H.)
setting in accordance with Accountability Levels at Staples
organization strategy and and A,B,C,D,E & F
structure Effectiveness HBS.’
4  Performance
Standards and
Goal Setting,
Identifying Key
Performance Area
Performance Appraisal Methods- Comprehend Developing Textbook: Chapter 3 and
Approaches to assess performance- methods of performance Chapter 6
comparative Vs. Absolute systems apprising appraisal forms
5 performance

Case: The Road to

Expatriate Performance Management Hell (A)
 Develop ability to Case: Textbook: Chapter 8
Appraisal Methods-360 appreciate both The Firmwide 360 (Aguinis H.) & Chapter 7
Degree Appraisal pros and cons of degree Evaluation
the 360 degree as Process at Morgan Article:
6
Assessment Centres an appraisal Stanley (HBS) Let’s Not Kill Performance
method Evaluations Yet #R1611-
PDF-ENGPublished 2016
HBS
Performance assessment, Gain competencies Case: Textbook: Chapter 6
Issues and Errors in Performance on implementing The Promotion
Appraisal balance score with Process at Chung & Chapter 7 (Aguinis H.)
strategic
perspective Dasgupta
#914044-PDF-ENG Article:
Published 2014 New Game Plan for C
Balanced score card Gain competencies Players, R0201G-PDF-ENG
Method to conduct
Case:
performance appraisal Verizon
7 and address biases & Communications
errors while Inc., Implementing a
conducting appraisal Human Resource
Balance Scorecard.
# 101102-PDF-ENG
Published 2001
Revised 2001
HBS

Reviewing Performance Conduct review Performance Textbook: Chapter 7

and Feedback meetings and Review Exercise
appraisal Chapter 9 (Aguinis H.)
discussions
Article:
Fear of Feedback
Improving Performance-Coaching Develop coaching and Skill building exercise HBS
& Mentoring Skills and Employee mentoring skills
motivation  Why Mentoring
Matters In A
8
Hypercompetitive
World.
# R0801H-PDF-ENG
Published 2008
HBS

Active coaching and Follow

up: getting down to
business #6082BC-PDF-
ENGPublished: 2004 HBS
New trends in  Results in Class
Performance Management Appreciation of presentations and
Continuous discussion
feedback system
9  Analyze and use
of IT in PMS
and its -pros and
cons

Implications of Comprehend Class presentations and

Performance Management- implications on discussion
managing poor performance and Reward,
appraisal related grievances recognition,
10
promotion,
succession
planning, Employee
relationsetc.
Web References/Internet Sources:

www.workforce.com, www.quality.nist.gov, www.explorehr.org, www.humancapitalonline.com, www.hrmasia.com,

www.hrmvillage.com, www.performancemanagementguide.com, http://www.teamtechnology.co.uk/tb-tpm.html,
www.feedback360degree.com, www.balancedscorecard.org, www.competency.org