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 |
Aims, Nature, Context
The course aims are to provide a survey of current understanding in the field of Reward Management. This to embrace both our theoretical understanding and practical application. The course will comprise a series of 10 teaching and learning sessions during which students will be encouraged to interact. There is a series of exercises accompanying the teaching and learning sessions. In addition, students are encouraged to undertake the multiple choice quiz which accompanies each session. These will help consolidate learning and understanding. The prior week's quiz is the subject of discussion at the beginning of each new session.
Syllabus
Introducing 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 and Total Reward
Rewarding Directors and Executives
International Reward Management
Employee Reward within HRM
The course objectives are:
To acquaint you with the various aspects of HRM that relates to reward
To provide a working understanding of each dimension of reward that must be dealt with
To leave students with a working knowledge and a confidence to tackle these various areas.
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.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only. |
Course Delivery Information
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| Academic year 2017/18, Not available to visiting students (SS1)
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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 )
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| Additional Information (Learning and Teaching) |
75hrs advance of lectures, 40hrs on research/writing assignment, 10hrs exam revision
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| Assessment (Further Info) |
Written Exam
60 %,
Coursework
40 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Course paper (40%)
Examination (60%) |
| Feedback |
Provision of formative feedback
All students will be given at least one formative feedback or feedforward 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 Format
Weekly Multiple Choice Quizzes on each week's material
Week 8 FTSE100 CEO Remuneration Arrangements critique
Week 11 Feedback on Pay Report
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| Exam Information |
| Exam Diet |
Paper Name |
Hours & Minutes |
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| Main Exam Diet S1 (December) | | 2:00 | |
Learning Outcomes
On completion of this course, the student will be able to:
- A secure knowledge of the conceptual apparatus and theoretical debates informing reward management.
- An understanding of the key determinants of changes in remuneration practices over the past two decades.
- An understanding of the rationale embraced in the terms "Reward Management" and "The New Pay - a strategic approach".
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Reading List
Stephen J. Perkins, Geoff White and Sarah Jones. (2016) "Reward Management: Alternatives, Consequences and Contexts", (3rd edition, 2016). ISBN: 978 184398 3774. Main Library (HUB SHORT LOAN) HF5549.5.C67 Per.
OR:
"Reward Management", by Michael Rose. Kogan Page (2014) ISBN: 9678 0 7494 6980 1
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Additional Information
| Graduate Attributes and Skills |
Cognitive Skills:
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:
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
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.
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| 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: |
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