Postgraduate Course: Reward Management (CMSE11175)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 15 |
ECTS Credits | 7.5 |
| Summary | This course prepares you for all aspects of the human resources area that deal with reward - sometimes termed "pay and benefits" or "benefits and compensation" but, as we shall see, the area goes more widely than these simple titles suggest. It is a vital aspect of any HRM professionals work and at least sometime in you HRM career you can expect these issues to consume a large part of your daily activity. |
| Course description |
This course examines total rewards in an organisational and international context and provides students with the knowledge and understanding of environments in which human resource professionals plan, implement and evaluate employee reward policies to support strategic organisational goals.
Students will acquire both theoretical and normative understanding of the diverse approaches to reward management and be able to critically reflect on the strengths and limitations of these approaches in promoting individual and organisational performance in a fair, reasonable and equitable way.
Students will examine the foundations for pay and benefits management in modern organisations in the private, public and third sectors and how these traditions can be integrated into appropriate strategic designs that provide considerations of relative value and worth, individual and collective contribution and labour markets.
Students will be able to comprehend the relationship between traditional, contingent and developmental choices of rewards, the use of diagnostic and evaluative skills in designing flexible approaches to reward and the challenges of international and executive pay arrangements.
Critical reflection on theory and practice from an ethical and professional standpoint is required.
Syllabus:
Employee Reward Systems; Conceptual and Theoretical Frameworks
The Legal, Employment Relations and Market Context
Base Pay Structures and Relationships; Pay Setting, Composition and Progression
Variable Pay Schemes
Benefits and Pensions
Non-Financial Reward
Rewarding Directors and Executives
International Reward Management
Employee Reward within HRM
Student Learning Experience:
Students will in addition to the material covered in lecture, have the opportunity to pursue a reward-related research topic on their own.
|
Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
|
Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only. |
Course Delivery Information
|
| Academic year 2015/16, Not available to visiting students (SS1)
|
Quota: None |
| Course Start |
Semester 1 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
150
(
Lecture Hours 20,
Summative Assessment Hours 2,
Programme Level Learning and Teaching Hours 3,
Directed Learning and Independent Learning Hours
125 )
|
| Assessment (Further Info) |
Written Exam
60 %,
Coursework
40 %,
Practical Exam
0 %
|
| Additional Information (Assessment) |
Course paper (30%)
Examination (70%) |
| Feedback |
All students will be given at least one formative feedback or feed forward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course. Such feedback may be at course or programme level, but must include input of relevance to each course in the latter case.
Feedback deadlines
Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
Students will gain feedback on their understanding of the material when they discuss their answers to the tutorial questions in the tutorials. Students may also ask questions in Lectures to assess their knowledge.
Feedback will be provided after:
-Weekly multiple choice exercises
-FTSE100 CEO Remuneration Arrangements critique
-Pay Report
|
| Exam Information |
| Exam Diet |
Paper Name |
Hours & Minutes |
|
| Main Exam Diet S1 (December) | | 2:00 | |
Learning Outcomes
On completion of this course, the student will be able to:
- Know, understand and critically evaluate the conceptual apparatus and theoretical debates informing reward management.
- Understand and critically discuss of the key determinants of changes in remuneration practices over the past two decades.
- Understand and critically evaluate the rationale embraced in the term Reward Management or The New Pay, a Strategic Approach.
- Analyse the relationship between the environment, strategy and systems of reward management.
- Critically discuss traditional, contingent and knowledge bases for transactional and relational rewards.
|
Reading List
Reward Management: Alternatives, Consequences and Contexts, by Stephen Perkins and Geoff White. Chartered Institute of Personnel and Development (2nd edition, 2011).
ISBN: 978 184398 263 0
|
Additional Information
| Graduate Attributes and Skills |
Cognitive Skills:
On completion of the course, students should be able to:
¿ analyse the relationship between the environment, strategy and systems of reward management.
¿ critically discuss traditional, contingent and knowledge bases for transactional and relational rewards.
¿ appreciate the importance of appropriate policies in areas out with the field of remuneration as means of enhancing performance.
¿ critically evaluate key issues in reward management.
¿ identify the ideological premises or theoretical assumptions underlying current reward and performance initiatives.
Subject Specific Skills:
On completion of the course students should be able to:
¿ design internally consistent reward structures that recognise labour market and equity constraints
¿ analyse executive and expatriate rewards in an international context.
¿ discuss critically the efficacy of current managerial strategies in the areas of pay and performance.
¿ appreciate the complexities and limitations of seeking to enhance performance via reward systems.
¿ explain the divergence between policy and practice with respect to reward and performance management.
¿ appreciate that managerial goals pursued through reward and performance initiatives need not always correspond to the formal rationality of such initiatives
¿ discuss the issues among peers, both communicating their own ideas and critically assessing those of others;
¿ present a critical and well-structured account of the topics covered in an examination setting
Transferable Skills
On completion of the course students should:
¿ be able to competently communicate and exchange ideas in both large and small group settings;
¿ be able to critically evaluate evidence and present a balanced argument;
¿ be able to plan, organise and prioritise work effectively. |
| Keywords | HRM-RM |
Contacts
| Course organiser | Prof Brian Main
Tel: (0131 6)50 8360
Email: |
Course secretary | Mr Peter Newcombe
Tel: (0131 6)51 3013
Email: |
|
© Copyright 2015 The University of Edinburgh - 21 October 2015 11:22 am
|
University Homepage