`

GITAM Institute of
International Business
Master of Business Administration (IB)
IVth Trimester (2012-2014)
Name of the Course !"#$%#MANC" MANAG"M"NT
No& of Cre'its (
Name of the $a)ult*
OBJECTIVES:
Off all the resources in a business organisation human resource is the only resource which is
not subject to the laws of mechanics. Properly motivated and integrated with other resources,
motivating systems, processes and procedures optimal performance can be observed. The
art and science of managing performance in business organizations is the subject matter of
performance management.
Performance Management aims to provide students with an integrated framework to
develop skills and techniues to manage performance in business organizations. The student
would also learn to apply the skills and techniues to enhance the effectiveness of the
performance management process.

COURSE CONTENT: 3

UNIT-I INTRODUCTION TO PERFORMANCE MANAGEMENT
Chapter-1
!efinition of Performance Management, objectives of Performance Management,
prereuisites and characteristics of performance management, Performance
Management Model, "ntecedents of Performance Management, #lements of effective
Performance Management, performance management Process.
Additional reading:
$. %oren &ary, Performance management that drives results, 'arvard management
update, ()*)+", ,))*.
,. Monci -. .illiams, Performance Appraisal Is Dead Long Live Performance
Management, 'arvard management update, (+/),, $++/.

Case study:
$. Performance Management at 0ucsoft 1"2
,. Performance Management at 0ucsoft 132
4. Managing Performance at 'aier
Chapter -2 PERFORMANCE PLANNING:

!efinition of Performance Planning, 5omponents of Performance Planning6Theories of &oal
7etting, #8pectancy Theory, 7elf #fficacy theory, 5haracteristics, Objectives and importance
of performance planning, Process of Performance Planning, 7etting Performance 5riteria,
5haracteristics of performance 5riteria, Process of 7etting Performance 5riteria,
Performance budgeting.
Additional Reading:
$. Michael &.5ontrada, Free at Last9 Moving Performance Management Beyond Budgeting,
'arvard 3usiness :eview, 3O4)/;, ,))4.
Case study:
$. 3ausch and %omb9 Pressures to perform
,. '55 <ndustries
CHAPTER-3 MEASURING AND MONITORING PERFORMANCE:
!efinition of performance appraisal, Objectives, 5haracteristics, Performance appraisal
process, "pproaches to Performance "ppraisal6 3ehavior based approaches6 :ating scale,
3ehaviorally "nchored :ating 7cales, .eighted checklist, ;orced !istribution method,
:esults focused approaches, Management 3y Objectives1M3O2, #ssay "ppraisal, &raphic
:ating scale, ;ield review appraisal, .ork standards approach, :anking methods appraisal,
4=) degree appraisal, 3alance 7corecard. 5ommon rating errors6 'alo effect, 'orn #ffect,
5entral tendency effect, 7tringency #ffect, %eniency effect, 7tatus effect, 7pillover effect,
Performance ;actor Order, <nitial <mpression #rror, 5ontrast #ffect, 7ame "s Me #ffect,
7ympathy #ffect, Primacy effect, :ecency #ffect. ;eatures of an effective performance
appraisal system.
Additional Reading:
$. Michael 5.Mankins and :ichard 7teele, Turning Great strategy into Great
Performance, 'arvard 3usiness :eview, ,))>.
,. :obert 7. ?aplan and !avid P.0orton, The Balanced corecard Measures That Drive
Performance, 'arvard 3usiness :eview, :O>O/@, $++,.
4. -ohn -. &abbarao, Monitoring Performance! Loo"ing for #hat$s Going #rong and
%ight, 'arvard 3usiness :eview, /*)+35, ,)),.
*. 'arry %evinson, Management By #hose &'(ectives, 'arvard 3usiness :eview,
:O4O$', ,))4.
>. Maury ". Peiperl, Getting )*+,Degree Feed'ac" %ight, 'arvard 3usiness :eview,
:O$O$?, ,))$.
Case study:
$. Media &eneral and 3alance 7corecard Part "
,. Media &eneral and 3alance 7corecard Part 3
4.4=) degree Performance #valuation at Morgan 7tanley
*. Promotion 7ystem at 'igh %akes 7ystem

CHAPTER-4 PERFORMANCE MONITORING, COACHING, MENTORING, AND
COUNSELING:
!efinition of Performance Monitoring, Objectives of performance Monitoring, <mportance of
Performance monitoring, Process Of Performance Monitoring, , objectives of coaching,
mentoring and counseling, performance review, training the superiors to give feedback, e8it
interviews.
Additional Reading:
-. Thomas -.!elong, -ohn -.&abarro, :obert -.%ees, .hy Mentoring Matters in a
'ypercompetitive .orld.
/. !ick &rote, Formal Performance Appraisal! Improving %esults Through Feed'ac"
'arvard 3usiness :eview, /*>*35, ,))=.
). ?. "nders #ricsson, Michael -. Prietula, #dward T. 5okely, The Making of an #8pert,
'arvard 3usiness :eview, :O/O/-, ,))/.
0. 1losing Gaps and Improving Performance! The Basics of 1oaching, 'arvard 3usiness
:eview, /*$=35, ,))=.
2. Becoming a Better 1oach! Beyond the Basics, 3arvard Business %evie4, /**/35, ,))=.
*. "nnie ;ield, 1oaching 5ours Team$s Performance to the 6e7t Level 'arvard
Management (pdate, (O/$$5, ,))/.
8. "ndrew Park, Ma"ing the Most of 5our 1oaching Program, 3arvard Management
9pdate, 9+8+:A, /++*.
;. %isaMathewman, 5oaching and Mentoring for professional !evelopment M'# ),$A35
:. Michael #. 'atterly, '. to &et the 3est out of performance :eviews, 'arvard
management 5ommunication %etter, a 0ews %etter from '37 Publishing.
Case study:
$. The Marginal Performer
,. The ;ederal :eserve 3ank of 5hicago mentoring program 1"2
,. The ;ederal :eserve 3ank of 5hicago mentoring program 132
UNIT -II COMPETENC !ASED PERFORMANCE MANAGEMENT
CHAPTER-" COMPETENC DE#ELOPMENT:
!efinition of competency, 7ignificance of competency6based performance management,
competencies of ': professionals, 5ompetency mapping, 5ompetency Mapping and <ts
%inkage to Performance Management Methods of competency mapping.
Additional Reading:
$. 3rian #.3ecker, Mark ". 'uselid, !avid (lrich, 1ompetencies for 3% Professionals,
'arvard 3usiness :eview, $>4,35, ,))$.
,. :obert %.5ardy, T.T. 7elvarajan, 1ompetencies! Alternative Frame4or"s for
1ompetitive Advantage, <ndian (niversity ?elly 7chool of 3usiness, *+,,4>6,*>.
UNIT -III COMPENSATION AND RE$ARD MANAGEMENT
CHAPTER-% COMPENSATION MANAGEMENT:
!efinition of reward management, objectives, components of reward management, %inkage
of performance management to reward and compensation, concept of high performance
teams, 5haracteristics of high performance Teams, !eterminants of 'igh Performance
Teams, 3uilding and %eading 'igh Performance Teams, team based reward systems, skill
based reward systems, profit sharing plans, gain sharing plans, #7OP.
Additional Readings:
-. -effrey Pfeffer, :obert <. 7utton, Do Financial Incentives Drive 1ompany
PerformanceB 'arvard 3usiness :eview, ,>=>35, ,))/.
/. %oren &ary, Managing Team <s. Managing the Individuals on a Team, 'arvard
Management (pdate, (+/)4", $++/.
). "nne ;ield, Are you %e4arding olo Performance at the Team$s =7pense, 'arvard
Management (pdate, (O=OA", $++/.
0. %ynda &ratton, Four #ays to =ncourage More Productive Team4or", 'arvard
Management (pdate, (O,$$", ,))/.
2. 5hristine Porath, 5hristine Pearson, 3o4 To7ic 1olleagues 1orrode Performance,
3arvard Business %evie4, F&:&0>, /++:.
Case study:
$. #mployee :ecognition at <ntuit
,. 0ucor 5orpCs Performance !riven Organisation 5ulture9 #mployee !riven 5ompetitive
"dvantageB
4. 5ompensation Management at O:<D ??
UNIT - I# CURRENT TRENDS AND CHALLENGES IN PERFORMANCE MANAGEMENT
SSTEMS:
CHAPTER-& TALENT MANAGEMENT AND RETENTION STARTEGIES
;uture role of ': professionals in performance management, #thics in "ppraising
Performance, 7trategic role of ': for #ffective <mplementation of Performance Management,
Talent "cuisition and Talent Management and :educing !ysfunctional Turnover, :etention
7trategies.
Additional Readings:
$. !ick &rote, The Differentiation of Talent, 'arvard 3usiness :eview, +AA+35, ,))>.
,. -effrey Pfeffer, :obert <. 7utton, Do the 'est &rgani?ations 3ave the Best People@
'arvard 3usiness :eview, ,=+>35, ,))/.
4. Peter 5appelli, A Mar"et Driven Approach to %etaining Talent, 'arvard 3usiness
:eview, %&&I&I, ,))).
*. Timothy 3utler E -ames .aldroop, -ob 7culpting9 the "rt of :etaining Four 3est
People, '3: ++>),, 7ep6Oct $+++.
Case Study:
$. Talent management 9 The &# .ay
,. Performance management 3est Practices at ;ed #8.
UNIT #- E'(t)(*a+ I*te++),e*-e:
CHAPTER .- EMOTIONAL INTELLIGENCE AND PERFORMANCE MANAGEMENT
!efinition of #motional <ntelligence, 5omponents of emotional <ntelligence, #motional
<ntelligence Models9 "bility #< Model, Mi8ed Model of #<, Trait #< Model, #motional
<ntelligence 5ompetencies, #motional competencies that correlate to workplace success,
#motional <ntelligence, <ntelligence @uotient, and -ob Performance9 #mpirical evidence.
Additional Readings:
$. 'iring #motionally 7mart, 'arvard Management (pdate
Ca/e St012:
$. #motional <ntelligence !eficit9 "ny 'opesB
CHAPTER 3- ASSESSMENT AND THERAPEUTIC APPROACH:
Multimodal Transactional Model of stress, 5ognitive <nterventions, :ational Proselytizing,
3ehavioral <nterventions, 7ensory <nterventions.
Pedagogy9 5lass room lectures and case studies.
Evaluation o !eror"an#e:
'3: presentation 9 $> marks
5ase "nalysis and presentation 9 ,)marks
@uiz 9 $> marks
#nd6term e8amination 9 >) marks
Te4t !((59
?ohli, ".7. , !eb, T. 1,))A2 Performance Management system, O8ford (niversity press.
A$$ITIONA% REA$IN&S!
$. Performance Management and "ppraisal systems by T.G. :ao
,. Managing and measuring employee performance by #lizabeth 'ouldswort
4. Performance management by Michael "rmstrong and "ngela 3aron
*. Performance management and culture by !ipti 7ethi.
>. Performance management by 7rinivas :.?andula
=. Performance "ppraisal and 5ompensation Management by !ewakar &oel.
/. Performance Management by 7umathi :eddy.
JOURNA%S:
$. 'arvard 3usiness review.
,. -ournal of <ndian Management
4. 7loan Management review
*. 5alifornia Management review