| CODE | CLS4000 | ||||||||||||||||
| TITLE | People Management and Industrial Relations for Public Officers | ||||||||||||||||
| UM LEVEL | 04 - Years 4, 5 in Modular UG or PG Cert Course | ||||||||||||||||
| MQF LEVEL | 6 | ||||||||||||||||
| ECTS CREDITS | 6 | ||||||||||||||||
| DEPARTMENT | Centre for Labour Studies | ||||||||||||||||
| DESCRIPTION | The study-unit provides a conceptual framework through which students get a general appreciation of various important interconnected aspects related to people management and industrial relations. It is divided into five key themes, namely: 1. Core management; 2. Strategic people management; 3. Interpersonal skills; 4. Industrial relations; and 5. Employment and industrial relations legal framework. The study-unit combines lectures with work placements. Study-unit Aims: The study-unit aims to improve the knowledge and skills of public officers when dealing with people management and industrial relations. Students will be exposed to a wide variety of important elements that need to be considered when dealing with industrial relations issues. By combining lectures with placements in relevant departments, participants will improve their appreciation of the real life implications of the ideas, models and theories learned in class. In the process, students will also improve various skills relating to managing and dealing with people, participating in collective bargaining and other aspects of industrial relations, and applying relevant laws and directives. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: - recognise the importance of basic management skills; - distinguish among the different mechanisms of dispute resolution; - identify the functions, responsibilities and perspectives of industrial relations actors; - appreciate the significant role of industrial relations in the public service; - analyse the different types of human communication; - appreciate the contribution of emotional intelligence in relationships; - distinguish between people management and personnel management; - analyse the relationship between organisational culture and people management; - appreciate the role played by salary structures in organisational planning. 2. Skills: By the end of the study-unit the student will be able to: - enhance performance through proper decision-making; - carry out joint problem solving and facilitation among two parties; - practice the basic skills of persuasion to influence and reconcile disputing parties; - refer to the laws and public administration directives governing people management, collective bargaining and dispute resolution; - use communication more effectively; - apply tools to identify organisational needs gaps and improve performance appraisals; - mediate between the interests of public administration and employees. Main Text/s and any supplementary readings: Main Texts: - Armstrong, M. (2009). Armstrong's handbook of human resource management practice. London: Kogan Page Publishers. - Directives 7,8,9,10 issued by the Office of the Principal Permanent Secretary, Government of Malta. - Government of Malta (2002). Employment and Industrial Relations Act. Weblink: www.justiceservices.gov.mt/DownloadDocument.aspx?app=lom&itemid=8918 - Lewicki, R. J., Barry, B. & Saunders, D. M. (2007). Negotiation: Readings, exercises, and cases. New York: Irvin McGraw Hill. -Other notes Supplementary Readings: - Arnold, J., & Randall, R. (2016). Work psychology: Understanding human behaviour in the workplace. New York: Pearson Education. - Baldacchino, G., Rizzo, S. & Zammit, E. (2003). Evolving Industrial Relations. Malta: Agenda. - Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco: John Wiley & Sons. - Carrell, M. R., & Heavrin, C. (2013). Labor Relations and Collective Bargaining: Private and Public Sectors. New York: Pearson Higher Ed. - Morreale, S. P., Spitzberg, B. H., & Barge, J. K. (2007). Human communication: Motivation, knowledge, and skills. Boston: Cengage Learning. - Pease, B., & Pease, A. (2008). The definitive book of body language: The hidden meaning behind people's gestures and expressions. New York: Bantam. |
||||||||||||||||
| STUDY-UNIT TYPE | Lecture and Placement | ||||||||||||||||
| METHOD OF ASSESSMENT |
|
||||||||||||||||
| LECTURER/S | |||||||||||||||||
|
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 2023/4. It may be subject to change in subsequent years. |
|||||||||||||||||