Announcements

 

Academy Documents

Kindly access the Students' Policies & Forms by clicking on the button below. The following documents, among others, can be found there: Student Handbook, Student Code of Conduct, Students' Privacy Notice, Deferral, Suspension, and Cancellation Policy, Assignment Extension Policy, Re-Sit Policy, Complaints Procedure Policy, Equality Policy, and Student Disciplinary Policy.

Students' Policies & Forms

 

Sessions' Venue

All sessions will be held at:

21 Academy, 21 Business Centre, No. 20., Triq in-Nutar Debono, Naxxar NXR 2525

 

Lecture Schedule & Notes

Lecture notes will be available during the week following the respective lecture. Schedule dates are indicative and may change. All changes, if any, may be communicated via email, SMS or telephone calls.

LectureDateTimePresentationNotes (If Any)
Lecture 0130 June 202509:00 to 13:00hrs
Lecture 024 July 202509:00 to 13:00hrs
Lecture 037 July 202509:00 to 13:00hrs
Lecture 047 July 202513:00 to 17:00hrs
Lecture 0514 July 202509:00 to 13:00hrs
Lecture 0614 July 202513:00 to 17:00hrs
Lecture 0721 July 202509:00 to 13:00hrs
Lecture 0821 July 202513:00 to 17:00hrs
Lecture 0928 July 202509:00 to 13:00hrs
Lecture 1028 July 202513:00 to 17:00hrs
Lecture 1125 August 202509:00 to 13:00hrs
Lecture 1225 August 202513:00 to 17:00hrs
Lecture 131 September 202509:00 to 13:00hrs
Lecture 141 September 202513:00 to 17:00hrs
Lecture 1515 September 202509:00 to 13:00hrs
Lecture 1615 September 202513:00 to 17:00hrs

 

Lecturers 

Mr Paul Gauci

 

Lecture Summaries & Suggested Reading

Lecture 1 - Developing People – Change in the Workplace

Following this session students will be able to:

  • Develop a critical awareness on challenges that change (technological, economic, political, social, and personal) brings about in the workplace.
  • Analyse critically the implications of major changes on an organisation’s workforce. Major changes within an organization can significantly impact its workforce, with implications that can be both positive and challenging.: - Employee Morale; Skill Gaps and Training Needs; Organizational Culture; Workforce Structure and Roles; Communication and Trust 6; Diversity and Inclusion; Productivity Levels.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

 

Lecture 2 - Developing People - From HRM to HRD

Following this session students will be able to:

  • Critically and clearly distinguish between the focus of the Human Resource Management (HRM) and Human Resource Development (HRD) functions in organisations.
  • Critically evaluate strategies and programmes to address the whole spectrum of HRM and HRD. To critically evaluate strategies and programs addressing the spectrum of Human Resource Management (HRM) and Human Resource Development (HRD), it's crucial to consider their effectiveness, adaptability, and alignment with organizational goals. Strategies for HRM: Talent Acquisition and Retention; Retention strategies; Performance Management; Compensation and Benefits; Employee Relations; Strategies for HRD (the focus of this module): Training and Development; Leadership Development; Career Development; Organizational Learning.
  • Learn about Evaluation Criteria: Alignment with Strategic Goals; Adaptability and Scalability; Employee Engagement and Satisfaction; Return on Investment (ROI); Inclusivity and Fairness

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 3 - Developing People - Strategies

Following this session students will be able to:

  • Critically develop multi-disciplinary people development strategies, processes, and initiatives. Key steps to consider: Understand Organizational Needs; Integrate Multi-Disciplinary Perspectives; Build Comprehensive Processes; Encourage Initiatives for Growth; Measure and Optimize;
  • Strive to ensure a diverse and inclusive workforce. Ensuring a diverse and inclusive workforce is both impactful and essential in fostering innovation, collaboration, and a stronger organizational culture. Some actionable steps to help achieve this goal: Cultivate Inclusive Hiring Practices; Foster an Inclusive Work Environment; Promote Equitable Opportunities; Embrace Diverse Leadership; Measure & Improve.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 4 - Developing People - L&D Theories

Following this session students will be able to:

  • Critically explain the theories and general best practices adopted by organisations relating to learning and development (L&D). This is a critical aspect of organizational strategy, aimed at improving employee skills, knowledge, and performance while driving organizational growth.
  • Theories and best practices in L&D have evolved over time and draw from psychology, education, and business. Key theories and practices adopted by organizations: Behavioural Learning Theory; Cognitive Learning Theory; Social Learning Theory; Constructivist Theory; Andragogy (Adult Learning Theory).
  • General Best Practices in Learning and Development include: Needs Assessment; Personalized Learning; Continuous Development Culture; Utilizing Technology; Gamification: Knowledge Sharing; Measurement and Feedback; Inclusive and Diverse Programmes.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 5 - Developing People: Training Cycle

Following this session students will be able to:

  • To understand the function of the Training Cycle in developing people – training needs analysis; training design; training delivery and training evaluation.
  • Training Needs Analysis This is the foundation of the training cycle. The aim here is to identify gaps between the current skills and knowledge of employees and the desired level required to achieve organizational goals.
  • Training Design Once the needs are identified, the next step is to design an effective training programme.
  • Training Delivery. This is the implementation phase where the training is conducted.
  • Training Evaluation. Evaluating the effectiveness of the training ensures continuous improvement.
  • By following the Training Cycle, organizations can ensure that their efforts in employee development are targeted, effective, and impactful.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 6 - Developing People – Roles of Trainer

Following this session students will be able:

  • To understand the various roles of a Trainer: Instructor; Facilitator; Administrator; Coach and Leader.
  • Instructor: In this role, the trainer delivers knowledge or skills directly to learners, using lectures, demonstrations, or structured content. Facilitator: Here, the trainer acts more as a guide, encouraging learners to engage, collaborate, and discover solutions themselves. Administrator: Trainers in this role handle the organizational aspects of training, such as planning sessions, managing schedules, tracking progress, and ensuring resources are in place for smooth execution. Coach: As a coach, the trainer provides personalized support, giving constructive feedback, helping individuals set and achieve their goals, and promoting continuous improvement. Leader: In this capacity, the trainer inspires and motivates learners, sets the tone for the training environment, and drives a shared vision for success.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 7 - Leading People: Attributes and Behaviour

Following this session students will be able to:

  • Develop a critical process aimed at enhancing effective leadership attributes and behaviours within an organisation.
  • Enhancing leadership attributes and behaviours within an organization is crucial for fostering a culture of growth, collaboration, and innovation.
  • This will include:
    • Leadership Assessment; Define Leadership Attributes; Tailored Development Plans; Real-time
    • Learning Opportunities; Feedback and Evaluation Loop; Recognition and Reward; Sustained Cultural Alignment

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 8 - Leading People – Theories and Best Practice

Following this session students will be able:

  • Critically explain the theories and general best practices adopted by organisations relating to leadership
  • Leadership within organizations is shaped by a blend of established theories and best practices that evolve over time to meet changing demands.
  • Theories of Leadership: Trait Theory; Behavioural Theory; Situational Leadership Theory; Transformational Leadership; Servant Leadership
  • General Best Practices: Establishing a Clear Vision; Empowering Teams; Continuous Learning; Building Emotional Intelligence; Promoting Diversity and Inclusion
  • Successful leadership in organizations involves synthesizing these theories and practices while being adaptable to the unique needs of the environment.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 9 - Leading People – Traits and Development

Following this session students will be able to

  • Demonstrate the traits of effective leadership and how leaders are developed formally and informally.
  • Leaders often share core traits, and they can be developed through a combination of formal training and informal experiences:
    • Traits of Effective Leadership - Vision; Communication Skills; Emotional Intelligence; Adaptability; Decisiveness; Integrity; Empowerment
    • Formal Development of Leaders - Leaders are often developed through structured programs, including Education; Training Programs; Mentorship
    • Informal Development of Leaders - On-the-Job Experience; Networking; Self-Learning; Role Models. It’s the blend of formal structures and personal experiences that creates truly effective leaders.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 10 - Leading People: Leading Self

Following this session students will be able to

  • To understand leadership best practice techniques focused on self-leadership.
  • Understanding leadership best practices, especially in the realm of "Leading Self," is foundational for effective leadership and a critical Intra-Personal Skill. Key techniques include: Self-Awareness; Mindfulness and Emotional Intelligence; Goal Setting; Adaptability; Self-Discipline and Time Management; Continuous Learning; Balancing Ambition with Self-Care; Trust and Purpose.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 11 – Leadership – Leading Others

Following this session students will be able:

  • To understand leadership best practice techniques – Leading Others
  • When it comes to leadership best practices, especially in "Leading Others," there are several key techniques that can help a leader effectively inspire, guide, and support their team. Some of the most recognized approaches include: Enthusiasm and Energizing; Integrity and Humility; Communication Excellence; Empowering Team Members; Emotional Intelligence (EI); Vision and Goal setting; Adapting Leadership Styles; Fostering a Positive Culture; Continuous Learning.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 12 - Leading People – Buiding the Team

Following this session students will be able:

  • To learn about team development techniques – the leader as a catalyst to build a team from a group of people.
  • The concept of a leader as a catalyst in team development revolves around inspiring and empowering individuals to work cohesively towards shared goals. Some key techniques: Fostering Trust and Communication; Encouraging Collaboration; Empowering Team Members; Setting a Clear Vision; Leading by Example: Providing Constructive Feedback.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 13 - Engaging People – Motivation Theories and Organisational Best Practices

Following this session students will be able to

  • Critically explain the theories and general best practices adopted by organisations relating to motivation and engagement.  Organisations often adopt theories rooted in psychology and management to motivate and engage employees. Some prominent ones: Maslow's Hierarchy of Needs; Herzberg's Two-Factor Theory; Equity Theory; Expectancy Theory. Best Practice include Regular Feedback and Recognition; Work-Life Balance; Professional Development Opportunities.
  • Critically analyse the related key motivation and engagement drivers within the organisation.
    • This includes evaluating factors such as: Leadership Style; Organisational Culture; Job Design;  Employee Recognition and Reward Systems; Communication Channels; Work Environment; Personal Growth Opportunities:

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 14 - Engaging People – Motivation Techniques

Following this session students will be able to

  • Motivating and engaging people effectively requires understanding their needs, goals, and what drives them.
  • Some best-practice motivation techniques to foster engagement: Create a Shared Vision; Build Trust and Positive Relationships; Recognize and Reward Achievements; Provide Opportunities for Growth; Leverage Intrinsic Motivation; Use Transparent and Effective Communication; Foster a Positive Environment; Understand Individual Needs.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 15 - Engaging People – Evaluating Engagement Levels

Following this session students will be able to

  • Critically evaluate the engagement levels of employees – within various generations - based on different research approaches. Evaluating employee engagement across different generations involves examining research methodologies, diverse perspectives, and contextual factor.
  • Generational Engagement Trends.Each generation - Baby Boomers, Generation X, Millennials, and Generation Z - has unique traits that shape their work engagement.
  • Research Approaches to Understand EngagementSeveral methods have been applied in research on generational engagement. Quantitative Surveys; Qualitative Studies; Mixed-Methods Research; Longitudinal Studies Behavioral Analytics; Critical Evaluation.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

Lecture 16 - Engaging People: Organisational Strategy

Following this session students will be able to

  • Critically formulate an organisation strategy and create proposals to achieve Employee Engagement. This requires a blend of vision, employee attitudinal metrics, and actionable plans. A structured approach to critically formulating an organization strategy will include Analyse the Current State; Set Strategic Objectives; Develop Tactical Plans; Communication Strategy; Monitor and Adjust the strategy to achieve employee engagement on a regular basis.

Core Reading List

  • Armstrong, M., Taylor, S., 2020. Armstrong's Handbook of Human Resource Management Practice.15th ed. London: Kogan Page.

Supplementary Reading List

  • Das Gupta, A., 2020. Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. New York: Routledge.
  • Swanson, R. A., 2022. Foundations of Human Resource Development. 3rd ed. Berrett Koehler Publishers
  • Bratton, J. and Gold, J., 2017. Human Resource Management, 6th edition. 6th ed. Red Globe Press.
  • Nguyen, T., Malik, A. and Budhwar, P., 2021. Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, pp.161-172.
  • McCauley, C. and Palus, C., 2020. Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, p.101456.

Online Resources

 

 

Methods of Assessment

Assignment (70% of final grade)

Presentation (30% of final grade)

 

Assignment

You are required to choose one of the three questions available in the Assignment Submission Form made available by clicking the button below. The assignment must be submitted no later than Thursday, 2 October 2025, along with the Assignment Submission Form. Please ensure that you indicate the question you have addressed on the Assignment Submission Form.

The Assignment Submission Form will be made available here at a later date.

For guidance on how to plan, draft, and submit your assignment, please refer to the 21 Academy presentation on Writing and Submitting Your Assignment by clicking the button below.

Writing and Submitting Your Assignment

We are also providing the 21 Academy's Assignments Rubric for your reference. This rubric is a performance-based assessment tool that tutors will use for grading, and it will help you understand the requirements of the assignment and how it will be assessed.

Assignments Rubric

 

Group Presentation

You will be asked to design and deliver a group presentation on the module's topic. The presentation should be delivered in 20 minutes, and each member of the group should deliver part of the presentation. The presentation will be delivered on 15 September, 2025 towards the end of the session.

The Presentation Submission Form will be made available here at a later date

A Presentation Rubric is being made available for your guidance below. This is a performance-based assessment tool. Tutors will use the rubric to assist them to allocate scoring while it allows students to understand what is required in the presentation and how your presentation will be graded.

Presentation Rubric

Your presentation should be also be submitted in pdf format on Turnitin by not later than 24 hours before it is being delivered. Do not scan the presentation but convert/save it directly to pdf.

Note that the submitted presentations will be scanned for plagiarism.

 

Referencing Style

Your assignment and presentation should be referenced using the Harvard Referencing style. Please follow a short video, by clicking on the button below, to understand this referencing style.

Harvard Referencing Style

 

Submitting Assignments and Presentations - Turnitin

The Academy will notify you via email when the assignment questions become available. Shortly after, you will receive another email from Turnitin, likely on the same day, confirming your enrolment in a "class" where you can upload your assignment(s).

Please ensure that your assignments are submitted no later than 23:59 on the assignment submission deadline, as indicated on the Assignment Submission form or in the Turnitin "class."

At 21 Academy, you have the option to submit multiple drafts before the final submission deadline. The version uploaded at the deadline will be treated as your final submission for assessment. Please note that Turnitin evaluates the same assignment twice within a 24-hour period, so any additional submissions during this time will not be reviewed until the 24-hour period has passed. Ensure that your final submission does not exceed 20% similarity, particularly when using direct quotations.

Follow this very short video to understand how to submit your assignment through Turnitin

Submitting a Paper

To understand the similarity report generated by Turnitin follow this 1 minute video

Understanding the Similarity Report