| CODE | PPL2224 | ||||||||||||
| TITLE | People Development in the Public Sector | ||||||||||||
| 今日黑料 LEVEL | 02 - Years 2, 3 in Modular Undergraduate Course | ||||||||||||
| EQF/MQF LEVEL | 5 | ||||||||||||
| ECTS CREDITS | 4 | ||||||||||||
| DEPARTMENT | Policy, Politics and Governance | ||||||||||||
| DESCRIPTION | This study-unit explores the principles, practices, and strategic importance of employee development across public and private sector organisations. It examines how different institutional contexts, goals, and resources shape the approaches to workforce training, performance management, and career progression as different from or similar to the private sector. Students will analyse the similarities and differences in development frameworks, including talent management, leadership pipelines, capacity-building initiatives, and lifelong learning strategies. Emphasis is placed on aligning employee development with organisational objectives, public service mandates, and ethical considerations. Through case studies and comparative analysis, the study-unit encourages critical thinking about how globalisation, technology, and policy reforms influence employee growth opportunities and competencies. Study-Unit Aims: This aims of this study-unit are to: - To introduce students to the theories, principles, and practices of human resource and employee development in public and private sector organisations; - To analyse how institutional contexts, organisational goals, and resources shape approaches to training, performance management, and career progression; - To compare development frameworks, including talent management, leadership pipelines, capacity-building initiatives, and lifelong learning strategies; - To critically examine the alignment of employee development with organisational objectives, public service mandates, ethical considerations, and the impact of globalisation and technology. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: - Explain the key concepts and theories underpinning employee development; - Compare and contrast development practices between public and private sector organizations; - Evaluate the impact of organisational culture, structure, and resources on employee development initiatives; - Assess policy and legal frameworks influencing workforce development in both sectors; - Design contextually appropriate strategies for improving employee skills, motivation, and performance; - Recognise the role of industrial relations in shaping employee development, workplace policies, and organisational effectiveness. 2. Skills: By the end of the study-unit the student will be able to: - Analyse employee development needs within diverse organisational contexts and identify appropriate strategies to address skill gaps; - Compare and evaluate development practices between public and private sector organisations, recognising the impact of culture, policy, and resources; - Demonstrate the ability to analyse and address challenges in industrial relations, including negotiation, collective bargaining, and conflict resolution; - Apply performance appraisal and feedback techniques to support continuous learning and professional growth; - Critically assess the effectiveness of training and development initiatives using relevant metrics and evaluation tools; - Demonstrate problem-solving and decision-making skills in designing solutions to workforce development challenges; - Use technology and digital tools to support learning, training, and employee development initiatives. |
||||||||||||
| STUDY-UNIT TYPE | Lecture and Independent Study | ||||||||||||
| METHOD OF ASSESSMENT |
|
||||||||||||
| LECTURER/S | Adrian Dalli Anne Marie Thake |
||||||||||||
|
The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2026/7. It may be subject to change in subsequent years. |
|||||||||||||