WIXLIB

3/26/2021HRIR5442Syllabus for HRIR 5442 (060) Employee Performance Management: Strategies, Systems, and Skills (Fall 2020)Employee Performance Management: Strategies,Systems, and SkillsSec 060, Fall 2020 (Term A), 2 creditsCourse InstructorLarry BourgerieSenior LecturerDepartment of Work & OrganizationsUniversity of Minnesota, Twin CitiesCarlson School of ManagementEmail: bourg007@umn.edu (mailto:bourg007@umn.edu)Phone: 612-385-8399 (http://tel:612-626-8839)Office: 4-243 Carlson SchoolOffice Hours: By appointment and 3:00-4:00 prior to class via zoomLarry Bourgerie is an educator and HR professional with over twenty-five years experience in humanresources and twenty years teaching at the University level. He has held positions as an HR Consultant,SVP/Director of HR at TruStone Financial, HR Director at TCF Bank, OD Coordinator at HealthPartners,Inc. and The Pillsbury Company. He consults in leadership, organizational and employee development,with a client list including Park Nicollet, Medica, University of St. Thomas, State of Minnesota, City ofMinneapolis and Hennepin County. He earned his B.A. in Business and his Master of Arts in IndustrialRelations from the University of Minnesota Carlson School of Management. He has SHRM-SCP andSPHR certifications from the Society for Human Resource Management (SHRM), is active in state andnational chapters of SHRM, and is a past president of Twin Cities Human Resource Association. Heteaches HR Management, Organizational Behavior, Performance Management, IndividualEffectiveness and Executive Education Seminars in M&A and Culture and Talent Management.Teaching AssistantOlivia AndersonEmail: and06248@umn.edu (mailto:and06248@umn.ed)Technical DirectorAbigail gnments/syllabus1/12

3/26/2021Syllabus for HRIR 5442 (060) Employee Performance Management: Strategies, Systems, and Skills (Fall 2020)Email: schw2293@umn.edu (mailto:schw2293@umn.edu)Course Description, Goals, & ObjectivesCourse DescriptionThis course focuses on theories, strategies, practices, and ongoing issues in the management ofemployee performance, developing employee potential, supporting professional growth and careerdevelopment in organizations. It provides an overview and analysis of human resource practices andsystems dealing with performance management, talent management, training and development,coaching and compensation. We will also explore current topics in the field of performancemanagement and talent management.Teaching PhilosophyI see my role as an instructor is to design a course that provides you with the best course contentavailable, to facilitate a learning environment that stimulates your thinking around the subject, toencourage you to think critically about the challenges of business and leadership today, and to integrateyour learning.Course ObjectivesUpon completion of this class, students will:Understand the components of an effective Performance Management system in an organizationand the importance of aligning with other HR systemsUnderstand the role of Talent Management as a key component of the Performance ManagementProcessUnderstand what Performance Management is, and its positive impact on organizationsIdentify the difference between Performance Appraisal and Performance ManagementAnalyze the different types of Performance Management systems and identifyadvantages/disadvantages of eachUnderstand how a Performance Management system is interdependent with recruiting, on-boarding,compensation, and employee developmentUnderstand the components of and differences between performance feedback and performancecoaching, and how to apply each of themHave working knowledge of the methods used to coach/train supervisors to effectively execute aPerformance Management systemUnderstand how a Performance Management system plays into overall employee engagement andmoraleExplore the role of culture & civility as a foundation of performance managementBe able to apply strategies to develop a positive culture to support Performance 8300/assignments/syllabus2/12

3/26/2021Syllabus for HRIR 5442 (060) Employee Performance Management: Strategies, Systems, and Skills (Fall 2020)Explore what research says about the ROI of formal/informal Performance Management systemsApply skills in analyzing, evaluating, and improving performanceCourse Delivery MethodologyA combination of lecture, large and small group discussions, case studies, exercises, video materials willbe used to maximize learning for all participants. In addition, videos of content are available on Canvaseach week. These are good for review or if you miss class.Course Meeting InformationRemote ClassroomThe class will meet every week from 5:45 to 9:05 via zoom. The format will be synchronistic, thelectures will also be available for reviewing on canvas each week. There may be videos you need toview prior to class.Wed 05:45PM-09:05PM (Zoom room will open @ 5:30, stop by & chat)PLEASE NOTE: Tennessen Warning Notice Pursuant to MN Department of Administration’s DataPracticesTo make this class more accessible to all enrolled students, we intend to record all class lectures anddiscussions. Since your audio/video may be part of those recordings we are informing you. Along withthe instructor and teaching assistants, these recordings will be shared with only the students enrolled inthe class during this semester, in accordance with FERPA regulations.Additional Meetings:You will need work with peers on some a case study. The time and place/method of meeting will bedetermined by you and your teamFinal ExamThere will be no formal final exam. Instead you will complete case study and a 1 page reflection paper.Course MaterialsRequired Course MaterialsTextAguinis, H. (2019). Performance Management. 4th edition, Prentice Hall: Upper 198300/assignments/syllabus3/12

3/26/2021Syllabus for HRIR 5442 (060) Employee Performance Management: Strategies, Systems, and Skills (Fall 2020)Course Packet Articles and Case Studies (CP)HRB Case Study; Performance Management at Vitality Health Enterprises, Inc.; John B. Bingham(http://cb.hbsp.harvard.edu/cb/web/search results.seam?conversationId 2769035&N 4294957274) ,Michael Beer(http://cb.hbsp.harvard.edu/cb/web/search results.seam?conversationId 2769035&N 4294963143)Case Study; Margaret Jefferson: Performance Issue at a Performing Arts Company (A), IveyDifferentiation of Talent; Rethinking Performance Management, HRB, Dick GrotePerformance Management That Drives Results, Harvard Management Update, Loren GreyPerformance Management in the Gig Economy; HRB, Jon Younger & Norm SmallwoodReinventing Performance Management; HRB, Marcus Buckingham and Ashley GoodallPlease note: There are optional readings and optional videos in Canvas. A number of the videosare summaries of the lecture and are helpful if you miss class or want additional review ofmaterial.Assignments & GradingASSIGNMENT POLICIESAll papers & projects should be turned in on the due date listed on Canvas.All papers should be submitted via Canvas. All papers and projects should be 1.5 spaced in 11- 12point font and in APA or MLA format are acceptable. The Case studies should be 5 pages maximum.ASSIGNMENT DESCRIPTIONSSelf Assessment – A behavior anchored scale will be posted and discussed in class to give you moreclarity on expectations (rubric).Active Engagement: Preparation and Participation - Throughout the term you will be asked to take a pollor write a brief summary of an activity and upload to Canvas.Case Studies - There will be two cases (One group case & one individual case ) to help you applymaterial to real life situations. These can be found in the Course Packet. Details will be provided onCanvas and in class.Canvas quizzes - Weekly quizzes on Canvas to give you ongoing feedback on your “performance”. Thequizzes include text readings and articles. These are timed and you have 30 minutes to complete. Someof the questions will require you to integrate your thinking, not just a simple question from readings.(These are due prior to class at 5:30.Application and Reflection Questions - Will consist of essay questions available to you throughout thesemester. These questions will give you a chance to apply the concepts you are learning in ments/syllabus4/12

3/26/2021Syllabus for HRIR 5442 (060) Employee Performance Management: Strategies, Systems, and Skills (Fall 2020)EVALUATIONIn order to improve your leadership and management skills, you will evaluate yourself in addition to myassessment. Though being evaluated is somewhat uncomfortable for most of us, you may find it one ofthe most beneficial aspects of the course. It is the same process used in performance appraisalsystems.GRADING IS AS FOLLOWS:A/A-: Superior Performance – Total understanding of all materials with superior demonstrated ability tointegrate and apply knowledgeB /B/B-: Good Performance – Excellent understanding of all materials with demonstrated ability to applyknowledge to most situationsC /C/C-: Average Performance – Adequate understanding of most materials with demonstrated ability toapply knowledge to most situations*Integration of work means citing references from readings, lectures and outside readings ratherthen offering a narrative regarding the question or topic.Grading BreakdownEngagement Self Assessment5%Active Engagement: Preparation and Participation10%Weekly Canvas Quizzes10%Case Study – Jefferson (Individual)20%Case Study – Vitality HealthCare (Team)20%Application Papers 10% eachReflection Question30%5%Due Dates and Late WorkLate work loses up to 10% that day and up to 10% each day afterword.Student ExpectationsEach student is expected to:Attend all class sessions. If a student has to miss a class for a valid reason, it is the responsibility ofthe student to cover the materials discussed. Email instructor to confirm absence. Check Canvas &email regularly for gnments/syllabus5/12

3/26/2021Syllabus for HRIR 5442 (060) Employee Performance Management: Strategies, Systems, and Skills (Fall 2020)Submit assignments and tests on timeMake-up for Missed Attendance, Assignments, & ExamsPlease review the university policy on make-up Carlson Course Grading PolicyCarlson School uses a grading policy based upon a class median aggregate GPA. Learn more about theCarlson Course Grading Policy(https://z.umn.edu/policy-carlson graduate grading) .A: 93% A-: 90-92%B : 87-89%B: 83-86%B-: 80-82%C : 77-79%C: 73-76%Carlson & University PoliciesStudent Academic Misconduct and Scholastic DishonestyThe Carlson School defines academic misconduct as any act by a student that misrepresents thestudent's own academic work or that compromises the academic work of another. Scholastic misconductincludes (but is not limited to) cheating on assignments or examinations, plagiarizing, i.e.,misrepresenting as one's own work any work done by another, submitting the same paper, orsubstantially similar papers, to meet the requirement of more than one course without the approval andconsent of the instructors concerned, or sabotaging another's work. Within this general definition,however, instructors determine what constitutes academic misconduct in the courses they teach.Students found guilty of academic misconduct face penalties ranging from lowering of the course gradeor awarding a grade of F or N for the entire course, to suspension from the University.Review the Student Conduct Code (https://z.umn.edu/policy-carlson student conduct code)and Student Conduct and Academic Integrity website(https://z.umn.edu/student conduct academic integrity) .If you are interested in learning more about how to cite sources and avoid plagiarism, U of M librariesoffers online tutorials and tools related to citations (https://z.umn.edu/research citation tools) . ts/syllabus6/12