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LOVELY PROFESSIONAL UNIVERSITY Form/LPUO/AP-3

(The format to be used for Planning the academic activities other than Lecturers/Tutorial/Practical like
Assignments, Case study, Presentation, Quiz, Projects, Class tests, industrial visits, teaching practice, court visits etc. to be
undertaken as a part of the continuous assessment for the Course)
ACADEMIC ACTIVITY ____Term Paper________

Lovely School of Business Department of Managemant


Name of the faculty member: Tejbir Kaur
Course No: MGT-528 Course Title: Performance Management system
Class: MBA- BBA SPL Semester:3rd Section: Batch: 2009
Max. Marks: 25 Date of Allotment: 30 august/10 Date of Submission: 10 november
Important: To be read before filling up the Plan format.
1. Planning for academic activities other than Lecturers/Tutorial/Practical like Assignments, Case study, Presentation,
Quiz, Projects, Class tests, industrial visits, teaching practice, court visits etc to be undertaken as a part of the continuous
assessment for the Course should be prepared separately as per the format at the start of the session.
2. Industry oriented academic activity should be encouraged. If the academic activity is organization based, please specify
the organization with respect to the assignment. Absolute theoretical academic assignments, which involve only copying
from the books, should be discouraged. Model *(Method/Pedagogy) used in allotment and evaluation of the assignments
should also be specified in the assignment plans itself.
3. All the students should be given a different topic of assignment, in all cases either the topic of assignment should be
different or the organization on which the assignment is based should be different.

S.No. Topic. Model


Each student shall be assigned a topic and The students have to submit a well
they have to write a research /review paper documented written paper
on the particular topic . The parameters covering all the aspects as
covered in the topic should be as following. prescribed under column topic.
Introduction to the topic The report should be in the
Objectives framed accordance to the objective of the
-Company Practices/examples academic activity.
-Review of articles and research papers (atleast
20 wherever available) The credentials that will be taken
Research methodology (in case sample is taken, into consideration are as follows:
research design is to be mentioned and 1. Time of submission
statistical tools are to be applied) 2. quality of paper
Inferences drawn/findings 3.Comprehensiveness
Recommendations for future 4.presentation/ analysis
research(applicable to research paper only) 5. References
Conclusion(300 words)
References(proper format) Academic Integrity:
Students found to be copied, both
Topic the ones who copied and from
whom copied will be awarded
zero marks.

1 PM:acts as a blood in organisations


RR1813A08
2 Why performance reviews fail

RR1813A10
3 Appraising the performance a big
problem

RR1813A14
4 PMS:needs to be organisational specific RR1813A16
5 Are standards standard?Integration of
goals and performance management

RR1813A25
6 Employee engagement:helps in
achieving competitive advantage

RR1813B29

7
Emotional intelligence:to improve
performance

RR1813B32
8 Six Sigma:new way to top

RR1813B34
9 Planning performance for role clarity,
accountability and effectiveness

RR1813B35
10 Training and capability building

RR1813B37
11 Increasing self-awareness and
understanding:self appraisal

RR1813B51
12 Performance review :A two way
communication process

RR1814A03
13 Performance culture -the indian
perspective

RR1814A25
14 Balancescore card approach to
performance management

RR1814B49
15 Competancy mapping as a performance
management tool

RR1901A04
16 Career based performance mangement
system

RR1901A09
17 Team based performance management
system

RR1901B24
18 Culture-based performance
mangemenent system

RR1901B32
19 Leaddership_based performance
management

RR1902A54
20 Linking compensation and PM i.e. pay for
performance. RR1902B28
21 Performance appraisal and potential
appraisal:linkage to PMS

RR1903A06
22 Performance management:ethical issues
and dilemas

RR1903A11
23 PM:from systems to spritual approach

RR1903A17
24 Setting SMART goals :Helps organisations
to enhance performance

RR1903A23
25 Competency -Based pay:Pros,cons and
Results

RR1903A55
26 Performance measurement:new tools
and techniques

RR1903B28
27 Reward management system :based
upon Performance

RR1903B31
28 Role stress and performance
management

RR1903B35
29 Training and development :A
contemporary approach

RR1903B39
30 Coaching, mentoring and
counselling:backbone of PMS

RR1903B42
31 Executive development:From concepts to
application

RR1903B44
32 Realistic Appraisal:A myth or reality

RR1903B50
33 Increasing self-awareness and
understanding:self appraisal

RR1903B51
34 Employee engagement:helps in
achieving competitive advantage

RR1904A12
35 Increasing self-awareness and
understanding:self appraisal

RR1904A16
36 Performance culture -the indian
perspective

RR1904A20
37

Competency mapping as a strategy to


PM

RR1904B25
38 Job person compatibility:A prerequisite to
PMS

RR1904B27
39 Setting SMART goals :Helps organisations
to enhance performance

RR1904B28
40 Realistic Appraisal:A myth or reality

RR1904B34
41 Employee engagement:helps in
achieving competitive advantage

RR1904B45
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Date: Sig. of Faculty member

Remarks by HOD (Mandatory)

Sig. of HOD with date


Remarks by HOS (Mandatory)

Sig. of HOS with date