Performance and Reward Management (MGMT90016) Comprehensive H1 Summary Notes

Description

Comprehensive study notes for topics covered each week that integrate information from the lectures, readings, and workshops. Included: Textbooks: Managing Employee Performance and Rewards (Shields et al., 2016; Shields et al., 2020). Lecture and seminar content for the 11 weeks. Readings: -Aguinis, H., Joo, H., & Gottfredson, R. K. (2011). Why we hate performance management-And why we should love it. Business Horizons, 54, 503-597 -Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citzenship and counterproductive performance to global ratings of job performance: a policy capturing approach. Journal of Applied Psychology, 87(1), 66-80. -Grote, D. (2005) Risks and Rewards: Is Forced Ranking Right for My Organization? -Rock, D., & Jones, B. (2015). Why More and More Companies Are Ditching Performance Ratings. Harvard Business Review Digital Articles, 2-4. -Bolino, M. C., Kacmar, K. M., Turnley, W. H., & Gilstrap, J. B. (2008). A Multi-Level Review of Impression Management Motives and Behaviors. Journal of Management, 34(6), . -Sutton, A. W., Baldwin, S. P., Wood, L., & Hoffman, B. J. (2013). A Meta-Analysis of the Relationship Between Rater Liking and Performance Ratings. Human Performance, 26, 409-429. -Cecchi-Dimeglio, P. (2017). How Gender Bias Corrupts Performance Reviews, and What to Do About It. Harvard Business Review Digital Articles, 2-5. -Snyder, K. (2014). The abrasiveness trap: High-achieving men and women are described differently in reviews. to an external site. -Berinato, S. (2018). Negative feedback rarely leads to improvement. Harvard Business Review (1), 32-34. -Gorbatov, S., & Lane, A. (2018). Is HR Missing the Point on Performance Feedback? MITSloan Management Review (4), 65-71. -Finkelstein, S. (2019). Why a One-Size-Fits-All Approach to Employee Development Doesn't Work. Harvard Business Review Digital Articles, 2-4. -Bamberger (2021): Pay Transparency: Conceptualization and Implications for Employees, Employers, and Society as a Whole -Castilla, E. J. (2016). Achieving meritocracy in the workplace. MIT Sloan Management Review, 57(4), 35-41. -Mitra, A., Tehhiala, A., & Shaw, J. D. (2016). Smallest meaningful pay increases: Field test, constructive replication and extension. Human Resource Management, 55(1), 69-72. -Roth, L. M. (2006). Because I'm Worth It? Understanding Inequality in a Performance-Based Pay System. Sociological Inquiry, 76(1), 116-139. -Gerhart, B. & Rynes, S. L. (2003). Compensation: Theory, Evidence and Strategic Implications. Thousand Oaks: Sage Publications, Chapter 3 -Jeffrey and Shaffer (2007). The Motivational Properties of Tangible Incentives, Compensation and Benefits Review, 39, 44-50