Module Title
Module Code
Semester of Delivery
Mandatory/Elective/Option
Level
Credit Points
Reward Management
25-6051-00L
See Module Information Table
See Module Information Table
6
20
Assessment Mode Weighting
CWEX100
Pre-requisites
Co-requisites
Managing People (L2)
Class Contact Hours
Average Weekly
1.5
Class Contact Hours
Average Weekly
5
Module Leader
Faculty
Module Banding
Approval Status
Paul Banfield
Organisation and Management
A
Validated
Rationale
This module is primarily aimed at students pursuing the Human Resource
Management studies route at level 3 as an element of study required for Graduate
Membership of the Institute of Personnel and Development. It also reflects the
critical role played by rewards of all kinds in the management of employee
performance. The module will cover the theory and practice of reward management
as a specialist area of human resource management. It will enable students to
analyse, design, implement and evaluate reward systems in the context of varying
organisational needs.
Summary of Aims
1
To develop a comprehensive understanding of theory and practice in rewarding
people in organisations.
2
To evaluate the contribution of reward management to the achievement of
business objectives.
3
To enable participants to design, implement and evaluate reward systems in
different organisational environments.
4
To develop an ability to provide professional advice to managers on the
operation of payment systems and associated rewards.
Anticipated Learning Outcomes
On completion of this module, students should be able to:
1
Explain the theoretical foundations of organisational reward strategies.
2
Recognise the issues involved in selecting and designing a reward system.
3
Review the methods and objectives of different forms of payment system.
4
Identify the contemporary issues and trends in reward techniques and
philosophies.
5
Identify the international influences on reward management practice.
6
Research and prepare for an individual or collective pay negotiation.
7
Advise on the development of reward practices which avoid unfair
discrimination, with particular reference to equal value and other issues
associated with fairness and consistency.
8
Advise on the development of employee benefit programmes.
9
Distinguish between the contributions made by extrinsic and intrinsic motivators.
10
Contribute to the administration and control of an organisational reward system.
Assessment and Feedback Strategy
Students will be expected to deliver seminar papers, either individually or in small
groups, and will receive feedback with regard to content and process. Assessed
coursework will be on assignments, which may be individual of group based, which
focus on the application of theory and research findings to the analysis of a reward
management issue.
The submission date for the coursework will be delayed
sufficiently to allow for acquisition of necessary content but will be early enough to
provide for feedback before the end of the taught programme. There will be a three
hour examination.
Module Assessment Criteria
Learning
Outcome
All Outcomes
Assessment
Criterion
Assignment and
exam.
Outcome 1
Assignment and
exam.
Outcome 2
Assignment and
exam.
Outcome 3
Level descriptors
fail
Writes all the
candidate knows
about the subject
without
addressing the
question set.
Confused,
disorganised, little
evidence of
reading, poorly
structured and
contains enough
inaccuracies to
suggest only a
superficial grasp
of the area.
Sketchy
knowledge of
motivation.
Confuses different
theories.
No real argument.
PASS
Answers the
question set, but
descriptive with
minimal analysis.
Evidence of some
reading, but more
emphasis on the
normative than
research-based
literature. Little
personal
reflection.
2.2
Presents a range
of relevant
information.
Compares and
contrasts, but
without answering
the “so what?”
questions which
arise.
2.1
Analytical and
comprehensive in
coverage.
Evidence of wide
reading and use of
material drawn
from journals with
academic
credibility.
Personally
insightful.
First
Able to synthesise
material from a
range of sources.
Takes a generally
critical stance and
proposes
innovative
solutions and/or
ways of looking at
the issue.
Convincing.
Able to describe
classical/human
relations theories
of relevance to
question. Some
evidence of
reading.
Shows knowledge
of process
theories.
Evaluates, to a
limited extent,
contributions of
various theories
Applies theories
analytically to the
issue in the
question. Uses
research rather
than anecdotallybased literature to
provide evidence
in support of
arguments.
Sees system
choice as
unproblematic.
Little knowledge of
alternatives.
Describes, but
does not compare,
a limited range of
alternatives.
Depends heavily,
perhaps, on
systematic
approaches.
Breaks out of the
three methods
straitjacket and
develops a more
integrated
approach.
Assignment and
exam.
Poor knowledge of
payment systems.
Confusing
presentation of
limited range.
Able to recognise
time-based and
contribution-based
methods. Some
understanding of
issues associated
with payment at
different
organisational
levels.
Gives due weight
to systematic,
contingent and
participative
approaches.
Able to apply them
to the issue, but
without seeing
some of the
implications of
each.
Understands
some of the
problems
associated with
popular payment
methods. Able to
compare strengths
of selected
methods.
Uses the theories
in novel ways.
Able to criticise,
not just in a
destructive way.
Presents a set of
arguments which
capture the
essence of the
issue and produce
an innovative
answer.
Extensive and
critical
consideration of
the research.
Original
application of the
ideas available
with suggestions
for new
approaches.
Outcome 4
Exam.
Fails to recognise
key trends in
techniques. Does
not understand
the role of reward
philosophies.
Describes the
distinction
between old and
new orthodoxies.
Able to recognise
the link with
organisational
strategy.
Provides evidence
of the existence of
change.
Identifies the
areas of most and
least significance.
Places trends in
the context of
prescriptions from
various
“authorities”.
Able to relate the
models of change
to evidence of
researched
organisational
experience.
Outcome 5
Not specifically
assessed
Rigorous analysis
of wide range of
methods.
Methodical buildup of argument to
select a particular
system for specific
circumstances.
Sees reward
system application
in a holistic way.
Able to suggest
new ways in which
existing methods
can be used.
Capable of
designing hybrid
systems to suit
particular
requirements.
Recognises the
non-linear nature
of reward system
trends. Assesses
trends from
different
stakeholder
viewpoints.
Learning
Outcome
Outcome 6
Outcome 7
Outcome 8
Outcome 9
Outcome 10
Assessment
Criterion
Not specifically
assessed
Assignment and
exam.
Not specifically
assessed
Assignment and
exam.
Level descriptors
fail
PASS
2.2
2.1
First
Sketchy and
narrow
understanding of
the need for
fairness and
consistency.
Knowledge of
basic legal
requirements.
Can describe
simple job
evaluation
methods.
Understands the
distinction
between analytical
and non-analytical
job evaluation.
Able to discuss
the change in job
evaluation
methods involved
in basing the
process on
competencies.
Able to relate the
techniques
designed to
provide
consistency and
fairness in reward
to appropriate
theories.
Understands the
perceived
drawbacks with
job evaluation.
Discusses
concepts of
fairness and
consistency in a
philosophical and
ethical framework.
Simplistic view of
cash as the only
motivator; no
conception of the
role of work
content.
Describes typical
extrinsic and
intrinsic
motivators. Able
to point to some
key features of
each.
Understands the
concept of job
redesign. Is able
to identify the key
elements in the
design of work
which are said to
lead to high
performance.
Discusses the
theoretical
underpinnings of
job design. Able
to model the
process.
Locates job
design as
primarily a
psychological
concept and is
able to offer a
sociological
critique.
Integrates
psychological,
sociological and
engineering
approaches to job
design.
Not specifically
assessed
Assessment will be based on the degree to which:
1
2
3
4
5
6
7
Theory is used in the analysis of reward management issues.
A critical stance is taken.
Evidence is provided of understanding of alternative approaches to reward
management.
There is a recognition of the debates which underpin the area.
Diagnostic skills are demonstrated.
Arguments are supported by evidence.
Innovative solutions are proposed to problems posed.
The above criteria relate to both coursework and examination outcomes. However,
it is recognised that the constraints associated with an unseen, time-constrained
assessment mean that expectations about examination outcomes in terms of
meeting the criteria will be less onerous. (As an example, students will be expected
to identify the source of concepts used in answering an examination question but not
required to reference their sources to the same standard as would be required in
coursework).
Teaching and Learning Strategy and Methods
The module content will be delivered in a series of lectures linked to guided reading.
Each lecture will be further developed in a seminar. Two learning methods will
predominate in the seminars. In the early weeks of the programme, group exercises
will be used primarily to explore issues associated with Anticipated Learning
Outcomes 1, 2, 7 and 9. In later weeks, students will present short papers on other
reward management topics selected for their topicality and/or their key position in
terms of understanding the area.
Indicative Content












Extrinsic and intrinsic rewards; reward components and their inter-relationship.
Psychological and economic theories relating to reward management practice.
Selecting and designing pay systems; systematic, contingency and stakeholder
approaches.
Pay structures; the use of job evaluation.
Performance management and performance-related pay.
Competency-related and other contribution-related pay systems.
Individual, group and organisation-wide pay arrangements.
Pensions and other employee benefits; flexible benefits systems.
Non-financial rewards.
Work redesign and the role of intrinsic motivators; the psychological contract.
Managing and controlling the reward system; the legal framework.
Auditing the reward system; gathering internal and external labour market data;
different views of the nature of reward management effectiveness.
Indicative Reading List
Armstrong M (1999), Employee Reward, IPD
Armstrong M and Murlis H (1998), Reward Management: A Handbook of
Remuneration Strategy and Practice, Kogan Page
Kessler I (1995), Reward Systems, in Storey J, Human Resource Management: A
Critical Text, Routledge
Pendleton A (1997), Characteristics of workplaces with financial participation:
evidence from the WIRS, Industrial Relations Journal, Vol 28, No 2, June
Poole M and Jenkins G (1998), Human resource management and the theory of
rewards: evidence from a national survey, British Journal of Industrial Relations,
Vol 36, No 2
Thorpe R and Homan G, (2000), Strategic Reward Systems, Financial Times/
Prentice Hall
Williams R (1998), Performance Management: Perspectives on Employee
Performance, International Thompson Business Press
Wood S (1996), High commitment management and payment systems, Journal of
Management Studies, Vol 33