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Please consult the web for updates that may occur during the year.

MGT2004 Enhancing Performance

Semester 2, 2019 On-campus Toowoomba
Short Description: Enhancing Performance
Units : 1
Faculty or Section : Faculty of Business, Education, Law and Arts
School or Department : School of Management and Enterprise
Student contribution band : Band 3
ASCED code : 080303 - Human Resource Management
Grading basis : Graded


Examiner: Jane Boeske

Other requisites

Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at

The course leader will use the Study Desk forums to make announcements about the course. Students are required to actively monitor course discussion forums on the Study Desk on a regular [minimum twice weekly] basis and contribute appropriately.


This course is relevant to students interested in human resource management, business ownership or those who are likely to supervise or manage other people in the performance of their work. A finely assembled employee resource can provide a unique contribution to a firm’s competitive advantage. This course provides knowledge about enhancing the organisation’s talent by developing, encouraging, rewarding and if necessary, counselling employees so that the talent resource in the organisation continues to prosper. Such efforts assist the organisation to face the modern-day challenge of ensuring that the organisation is staffed with competent, committed and appropriately talented people to meet continually evolving strategic and operational business needs.


Talent management is a broad concept that refers to the processes that organisations use to attract, retain, motivate and develop its people, for now and for the future. In this course, students examine how organisations can design and use talent management initiatives to enhance performance by motivating, developing and rewarding people. Students will have the opportunity to improve their management knowledge as they examine how training, development and performance management are contributors to achieving the business strategy. Further, it is recognised that sometimes things go wrong with the performance or conduct of a person or people within the organisation. This course considers approaches to managing these issues if they arise.


On successful completion of this course students should be able to:

  1. analyse talent management initiatives related to training and developing employees
  2. evaluate and debate talent management initiatives related to performance management
  3. analyse talent management initiatives related to recognition and reward
  4. evaluate the processes for managing under-performance and/or troublesome conduct
  5. demonstrate professional advisory and problem solving skills by applying relevant concepts and principles in the context of scholarly assessment pieces.


Description Weighting(%)
1. Talent management initiatives: training and developing employees 40.00
2. Talent management initiatives: performance management 35.00
3. Talent management initiatives: recognition and reward 15.00
4. Managing underperformance or troublesome conduct. 10.00

Text and materials required to be purchased or accessed

ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (

Please contact us for alternative purchase options from USQ Bookshop. (

No text book is required for this course. Weekly readings will be available to students to download from the MGT2004 StudyDesk.

Reference materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
Noe, RA 2017, Employee Training and Development, 7th edn, McGraw Hill Education, New York, New York.
Quinn, CN 2014, Revolutionize learning and development: performance and innovation strategy for the information age, Wiley, San Francisco, California.
Saks, AM & Haccoun, RR 2016, Managing performance through training and development, 7th edn, Nelson Education, Toronto, Ontario.
Tovey, M, Uren, M, & Sheldon, N 2010, Managing Performance Improvement, 3rd edn, Pearson, Frenchs Forest, NSW.
Winter, G 2009, The man who cured the performance review: a practical and engaging guide to perfecting the art of performance conversation, Jossey-Bass, Milton, Queensland.

Student workload expectations

Activity Hours
Assessments 50.00
Directed Study 60.00
Online Participation 26.00
Private Study 29.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
ASSIGNMENT 1 10 5 07 Aug 2019
ASSIGNMENT 2 100 45 12 Sep 2019
EXAMINATION 50 50 End S2 (see note 1)

  1. This is a restricted examination. The total working time for the examination is 2 hours. The examination date will be available via UConnect when the official examination timetable has been released.

Important assessment information

  1. Attendance requirements:
    Online: There are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

    On-campus: It is the students' responsibility to attend and participate appropriately in all activities (such as lectures, tutorials, laboratories and practical work) scheduled for them, and to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

  2. Requirements for students to complete each assessment item satisfactorily:
    To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)

  3. Penalties for late submission of required work:
    Students should refer to the Assessment Procedure (point 4.2.4)

  4. Requirements for student to be awarded a passing grade in the course:
    To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

  5. Method used to combine assessment results to attain final grade:
    The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course.

  6. Examination information:
    This is a restricted examination. The only materials that candidates may use in the examination for this course are:
    1. writing materials. These must be non-electronic and free from material which could give the student an unfair advantage in the examination.
    2. an unmarked non-electronic translation dictionary (but not technical dictionary). A student whose first language is not English may take a translation dictionary into the examination room. A translation dictionary with any handwritten notes will not be permitted. Translation dictionaries will be subject to perusal and may be removed from the candidate's possession until appropriate disciplinary action is completed if found to contain material that could give the candidate an unfair advantage.

  7. Examination period when Deferred/Supplementary examinations will be held:
    Any Deferred or Supplementary examinations for this course will be held during the next examination period.

  8. University Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at

Assessment notes

  1. Referencing in assignments:
    Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at