This is an introductory module in accounting which assumes no prior knowledge of the subject. It is designed to introduce students to the basic accounting terms & concepts, transaction processing, presentation and interpretation of accounts.

1. Ilustrate a broad introductory knowledge of the nature, purposes, role and importance of accounting, from a user perspective;

2. Prepare financial statements for sole traders incorporating a basic knowledge of fundamental accounting concepts, regulations and processes;

3. Apply the principles of the double-entry bookkeeping system infinancial record keeping.

4. Interpret, evaluate and use accounting information at a basic level and be able to apply simple analytical techniques;

5. Formulate a nascent sensitivity to the composition, value and limitations of accounting information.

This module addresses the needs of people who either hope to enter a supervisory position or who are already in the role and wish to improve their management skills. Students will examine and apply management theory and develop a range of practical work based skills needed to perform effectively as a supervisor in a variety of organisational contexts. There is a strong emphasis in the module on effective leadership, teamwork, communication and motivating oneself and others to achieve goals.

1. Analyse the importantand evolving role of supervisors in leading people to achieve organisational goals.

2. Examinethe self and theinterpersonal skills needed to lead and manage others in the workplace.

3. Assess management theories and their influence onmanagement thinking and action.

4. Communicate effectively to a group.

5. Select appropriate methodstomotivateand managethe performance of others.

6. Analyse ethical concerns in decision-making and the role that supervisors play in promoting an inclusive culture.

The module will familiarise learners with the historical development and fundamentals of modern Human Resource Management. It will also introduce learners to the fundamental principles of employment law which frames decision-making in respect of human resource management.

The introduction to law in the first part of the module will provide an essential context for the manner in which Human Resource Management is delivered. The module will acquaint students with the way in which HRM furthers organisational objectives.

1. Appreciate the role of employment law and articulate a sensitivity to legal considerations in decision making at work.

2. Classify and describe the sources of law, legal institutions and the roles of legal professionals.

3. Articulate the nature of the law that governs dismissal and equality.

4. Explain the historical development of human resource managementand how HRM theory informs practice.

5. Explain how the internal and external business environment influences human resource management, and in particular how law frames HR practice.

6. Evaluate how effective HR practice contributes to the achievement of organisational objectives.

This module will introduce students to the changing business and economic environment, with particular emphasis on the drive for sustainability and its impact on organizations. Students will be introduced to orthodox economic theory as well as alternative approaches to economics in the context of sustainability.

1. Describe the changing business environment and identify its impact on organizations.

2. Explain the drive for sustainability as a force in the business environment.

3. Articulate the need for an organizational response to the drive for sustainability, evoking the principles that should underpin that response.

4. Explain the scope and purpose of economics and the main economic systems, including the importance of the free market system as a resource allocator.

5. Describe the standard measures of economic activity and economic growth and have an appreciation of their limitations, including in the context of sustainability.

6. Demonstrate an awareness of alternative approaches to orthodox economics in the context of sustainability, including doughnut economics.

This module introduces students to the general concepts of Business Intelligence in terms of how data sources are captured, transformed, modelled and visualised to give actionable insights.

1. Differentiate between unstructured, semi-structuredand structured data and theirrelated data capture implications.

2. Identify and evaluate a range ofkey HRM data sources in terms of structure, content and quality.

3. Import data into Excel, transformit and create Pivot Tables and Pivot Charts using the context menu featuresof Analyze and Design.

4. Examine the principles of star schema relational data modelling.

5. Import a variety of datasources into Business Intelligencesoftware and apply data transformation techniques to meet user requirements.

6. Construct Data Models and developand use effective Measures, Key PerformanceIndicators,Visualisations and Dashboards to guide HRM improvement activities.

This module introduces students to the study of individual and collective human behaviour in organisations. It will help the student in understanding how work behaviour can be influenced, changed and improved to benefit both employees and companies.

1. Define what is work place psychology

2. Discuss how Psychology can be used in the workplace

3. Explain how psychological safety can be achieved in the workplace.

4. Discover Positive Psychology

5. Show the importance of Social Psychology in the workplace environment

This module focuses on the associate level outcomes of CIPDs core knowledge area.

This aim of this module is to focus on the knowledge required to take this evidence-based approach. It covers an understanding of evidence-based practice itself, as well as how to analyse and solve problems in order to understand the business problem that needs resolving.

It also includes knowledge of how to use evidence in your work, such as using and commissioning research, using data and analytics, and exploring stakeholder needs and concerns.

1. examine the importance of evidence based practice;

2. apply dataand analyticsto inform decision-making;

3. draw upon evidence based practiceinsolving people problems;

4. apply various stakeholder analysis and mapping techniquesto gather stakeholder feedback;

5. show how metrics can be used to measure outcomes.

This module seeks to examine the key features of Employment Law applying to the Employer/Employee relationship, the legal implications of that relationship, the contractual obligations and the duties and liabilities in tort which arise between Employer and Employee as well as the range of statutory rights and duties that apply to this relationship. It aims to equip students with a comprehensive understanding of Irish Employment Law including health and safety law. This module also incorporates the requirements of the Chartered Institute of Personnel & Development (CIPD) professional map in respect of Employment Law.

Employment law frames all aspects of Human Resource Management and this module aims to equip learners with the legal decision making skills for effective HR management.

1. identifythe sources of employment law and how employment law iscreated;

2. analysehow employment law informs and shapes people practices;

3. examine the significance and form of the employment contract and have the ability to draw distinctions between contracts ‘of’ and ‘for; services;

4. have the ability to manage disciplinary and dismissal procedures;

5. assess the significance and application of the Employment Equality Acts;

6. evaluate the law on bullying in Ireland, drawing a clear distinction between beating a bullying case and an equality case;

7. describe the nature of health and safety law in Ireland, with particular reference to the role of the Health and Safety Authority and compensation mechanisms;

8. evaluate the law in respect of the atypical worker and consider the economic and demographic factors which drive the law on this matter;

This module focuses on the associate level outcomes of CIPDs core knowledge area.

As people professionals, it's critical that we understand organisations- their purpose, future direction, priorities and performance – as well as the external influences and trends impacting them.

We also need to understand the wider world of work – and how organisations contribute not only to the lives of their employees and customers, but society as a whole. Understanding these aspects of work enables us to anticipate external events and internal issues, and identify how we can add the most value – and, therefore, contribute to the sustained success and development of organisations. Within this area you'll also find the practical business knowledge that you need, such as financial literacy, business planning, and supplier management. Knowledge of how to use these business skills is critical to operating successfully as a people professional within different types of organisations and environments. This is why Business acumen is one of the largest knowledge areas in the new Profession Map; we need a deep understanding of the world of work if we are to be effective in creating value for organisations, their employees and wider society.

Business acumen is all about seeing the bigger picture from a strategic perspective and recognising that all decisions no matter how small can have an effect on the bottom line.

This course will enable students to enhance their marketing, financial acumen, improve their judgment, business sense, interpersonal and decisiveness skills.

This Business Acumen course will also give students an advantage everyone wishes that they had. The course will help students recognise learning events, manage risk better and increase their critical thinking.

Given the speed and unpredictability with which the world is changing, businesses need the assurance that all employees are consistently making decisions in a way that helps the company achieve its objectives particularly in terms of the range of products and services that are designed to match customer expectations. There is a strong connection with the People Practice module, particularly in terms of how organisations can drive sustained organisation performance by creating a high-performance work organisation (HPWO). A high performance workforce, increased team diversity and inclusion can add a competitive edge to an organisation. This will result in better decisions being made around strategic objectives and outcomes. It will also result in meeting customer needs, maintaining and sustaining brand loyalty and increased revenue to the organisation. This will be demonstrated throughout this module.

Building and implementing strategy requires a deep understanding of how companies create a long-term competitive advantage. Companies need to combine effective strategic planning with business acumen to develop a data-driven and insightful sense of how the moving parts of a company work together to grow and thrive.

This course will improve the students understanding of how operations, marketing, sales and other functions coordinate to create and execute successful business strategy. Students will also polish their leadership skills to become more business savvy.

In addition, this course will communicate to students, that to gain increasing visibility and roles as strategic advisors to business leaders, employees at every level of a business need to know how their company makes money and operates systemically as a total business. Professional employees need to know how to hold a meaningful dialogue with business leaders and how their work drives the business forward. This course will demonstrate that the competition of modern markets has expanded the responsibility of business literacy beyond the purview of senior executives. All levels of management and operations need to keep themselves ahead of the curve.

In addition, Business Acumen has the ability to influence a whole organisation and provide that additional edge that will lead to success.

Achieving synergy between business and customer requires cooperation and engagement with everyone in the chain. It requires the keenness and the speed of good business acumen.

Business acumen is an operational awareness of how a variety of factors could work together for the overall benefit of the organisation as opposed to that of a limited, departmental viewpoint. It is about working with the rest of the team to develop disciplined strategies for performance excellence, product leadership and customer intimacy.

1. consider organisationalecosystems, what theydeliver and how theyattractcustomers toproducts and services;

2. apply financial literacy and financial levers indeterminingfinancial success;

3. examine business successin the context ofexecuting strategythrough people;

4. analysepeople strategy tools thatultimatelyleads to better performanceoutcomes for an organisation;

5. show how the marketing and salesfunctions allows an organisationto identify customer needs,move from idea to finished product/service in order to generate revenue;

6. analyse current issues and trends in business acumen thinking and informed/evidence baseddecision-making.

The module is the first of two modules that examine the core knowledge of People Practice, as identified in CIPD's current Profession Map. The module introduces the learner to a range of people practices that correlate with the Associate level of the Profession Map.

Contemporary practices in people resourcing, recruitment and selection, induction, learning and development, performance management and managing staff turnover are examined. The module assesses the different conceptual frameworks and practical application of these HR tasks in a variety of organisations. Throughout the module learners will have the opportunity to develop practical skills and core behaviours needed for people practice and contemporary team work.

1. Analyse and asses key tasks in the employee lifecycle .

2. Identify and appraise effective employer branding practices

3. Evaluate learning and development practices and performance management practices in a range of organisations

4. Select and critique best practice in the management of absenteeism and employee turnover

5. Debate the contribution of contemporary performance management processes to high levels of individual, group and organisational performance.

6. Examine professional practice skills that can positively impact people practices and collaborative working, in both face to face and virtual working environments.

This module will examine the role of organisational culture and organisational behaviour in the management of people and achievement of organisational goals. There will be an emphasis on how people practices can impact positively on behaviour, culture, systems and structures in organisations.

1. Analyse the role of organisational culture and organisational behaviour in the management of people and achievement of organisational goals.

2. Examine the importance of the individuals contribution to the organisation and factors affecting behaviour and performance.

3. Assess how people practices can impact positively on behaviour, culture, systems and structures in organisations, with particular referenceto the need totransitionto more sustainable business models.

4. Analyse the internal and external factors at work in managing diversity, organisational change and sustainable development.

The aim of this module is to develop students' knowledge and understanding of the nature, context, role and importance of finance in modern organisations and to develop the student's ability to apply fundamental finance concepts and techniques to support decision-making. The module aims to develop the student's appreciation of the link between financial decisions and management of the business.

Managing of Finance is valuable across all sectors of business, regardless of whether students choose to work in Finance, Marketing, Human Resources, IT or other disciplines. By having a strong knowledge of finance, students will be able to contribute and add value both within a business context and on a personal level.

1. Illustrate an introductory knowledge of the nature, role and importance of financein the organisation and participate in a meaningful way as a member of a team;

2. construct, analyse, interpret, evaluate and use financial information;

3. apply a knowledge of cost concepts; including cost behaviour and the difficulties inherent in cost measurement;

4. apply a knowledge of cost-volume-profit relationships in simple, single-product decision situations;

5. Prepare and interpret cash and operating budgets;

6. Apply appraisal techniques in the evaluation of capital investment proposals, as a support to managerial judgement;

7. Apply a knowledge of budgetary control concepts and practices to financial and organisational control;

8. Prepare an overviewof sources and cost of finance in the contemporary financial environment.

To provide students with a comprehensive knowledge and understanding of the nature, scope and complexity of corporate governance issues, including conceptual frameworks, systems and practices in Ireland and internationally, and evolving issues of concerns.

1. Critically evaluate the conceptual frameworks and models underpinning corporate governance discourse and practices nationally and internationally.

2. Apply conceptual reasoning and practical knowledge to an analysis and evaluation of the relationship between corporations and society in a market economy.

3. Apply conceptual reasoning and practical knowledge to the analysis and resolution of corporate governance issues in contemporary Ireland.

4. Participate as a member of a management team, in the design, implementation and critical evaluation of corporate governance systems and practices in a variety of organisational contexts.

5. Evince a critical awareness of the evolving corporate governance environment , current issues and practices, and future directions.

The aim of this module is to develop the student's knowledge and understanding of the design and implementation of employee compensation and incentive schemes. The students will apply their knowledge and understanding of the Irish taxation system and legislative obligations in particular to income tax, redundancy and pay calculations.

1. evince a thorough knowledge of the conceptual frameworks underpinning the design of employee compensation and incentive schemes, including motivation theory and agency theory;

2. prepare, analyse and evaluate tax calculations on pay, benefits in kindand redundancy payments;

3. apply a comprehensive knowledgeof legal, accounting and taxation aspects in the operation of compensation and pension schemes;

4. Evaluatekey issuesrelating to compensation, pensions and personal financial planning;

5. participate with confidence, as members of a management team, in the design and implementation of employee compensation and pension schemes and practices in a variety of organisational contexts.

The module further develops students' knowledge and understanding of people practices including workforce planning and the management of diversity and inclusion. Additionally, learners will explore the role of mentoring and coaching in a variety of people practices. In line with the current CIPD Profession Map, learners will assess their own professional skills along with professional behaviours required to support HR practitioners at Associate Level.

1. Analyse and appraise key elements of contemporary workforce planning.

2. Evaluate and recommend diversity and inclusion practices for a wide range of settings.

3. Examine and apply coaching and mentoring tools to support employee development

4. Critically evaluate their own professional practice strengths

5. Critically reflect on continuous professional development and design a personal development plan

6. Assess the main people practice stakeholders and critically appraise a range of stakeholder management tools

The aim of this module is to provide learners with a critical understanding of the interrelated concepts of employee engagement and well-being. The module takes a holistic approach to employee engagement and well-being, recognising that higher levels of well-being nurture heightened levels of engagement, which in turn lead to improved organisational outcomes.

The component parts of employee engagement are examined and the processes through which high levels of engagement can be secured and sustained. The ways in which health and well-being can be promoted and protected in the workplace are also analysed. There is an emphasis on the role of human resources (HR) policies and strategies in achieving healthy, high-performing work places.

1. critically analyse the concept, components and driversof employee engagement.

2. critically evaluate the importance of employee engagement as a contributor to positive corporate outcomes.

3. develop HR strategies toraise levels of employee engagement and propose measurement instruments to assess their implementation.

4. critically appraisedefinitions and measures of health and well-being and assessthe historical development of employee health and well-being movements.

5. critically analyse the relationship between work and employee health and well-being and evaluatethe benefits of promoting employee health and well-being.

6. propose plans, based on accepted principles, for promoting and evaluating employee health and well-being, and assessthe challenges these plansmay present.

7. express a holistic approach toemployee well-being and employee engagement,cognisant of the interrelatedness of the two concepts.

This module aims to provide students with a knowledge and understanding of the nature, purposes and terminology of research. It provides students with an understanding of the research process, key methods used in research and develops their research skills for application in Human Resource practice. Students identify a topic relevant to their professional context, undertake a research project and complete a management report. It includes evaluating different sources of evidence, data collection methods in HR and use of organisational data. The module aims to develop research and report writing skills and provide an opportunity for students to develop evidenced based insights.

1. critically examinethe nature, purposes, terminology and data collection methods that will enable them to complete their own independent research;

2. critically assess the key steps in the research process, the need to adopt a systematic approach and be able to exercise appropriate judgement in research design including the selection of appropriate methods to apply in the context of Human Resources;

3. critically assess the role and value of primary data and organisational evidencein Human Resources/Business practice;

4. prepare a literature review and source appropriate secondary data sources for Human Resources;

5. critically apply conceptual reasoning to identifyresearch techniques in collecting primary datato explore an area in Human Resources;

6. producea management report that isclear and coherent;

7. draw upon a critical awarenessof plagiarism and copyright, ethical considerationsand data protection issues in research.

This module is designed to cultivate a critical appreciation of key developments in the theory and practice of employee relations, both within and beyond the immediate organisational context.

The module builds on students' existing knowledge and experience to facilitate them in developing the critical skills required to make informed and effective judgements about existing and emerging models, processes and practices of employee relations in local and international jurisdictions.

Finally, the module is designed to encourage learners to critically analyse and evaluate broader developments that influence effective management of the employee relationship.

1. Have an in-depth knowledge and understanding and an informed critical perspective of the historical development of employee relations, including its evolution from industrial relations, and contemporary issues.

2. Evincecompeting approaches and perspectives that contextualise contemporary developments in employee relations.

3. Critically evaluate the role and contributions of the various ‘actors’ in employee relations.

4. Critically evaluate different approaches at achieving harmony in the workplaceas well asthe effectiveness of different approaches in dealing with conflictin the working environment.

5. Have a critical awareness and appreciation of emerging issues in employee relations.

6. Contribute effectively to debate on the core local, national and international issues of relevance to employee relations.

This module provides the opportunity for critical interrogation and appraisal of the theories, strategies, and techniques of strategic change facilitation and management. Particular emphasis will be afforded to raising awareness of intercultural diversity and inter-national reactions to change management and facilitation, given the increasing accessibility of digitally enabled global and remote working environments. Practical tools and techniques will be employed to build a case for change and develop a project plan, following stakeholder, gap and environmental analyses. Methods of assessing organisational culture and preparedness for change will be employed. The perceived dichotomy which situates the drive towards optimal organisational performance in opposition to the need for professional sensitivity and consciousness of individual stakeholder psychodynamics will be examined.

This module comprises five blocks of learning: 1. Assessment of the organisational context, culture and preparedness for change and the case for change. 2. Assessment of the change initiative with particular reference to the people affected by the change and psychodynamics. 3. Change theories, strategies and techniques; project planning and implementation. 4. Intercultural and inter-national change dynamics 5. Contemporary research within reference to external drivers for change including intercultural globalisation and remote and digital working.

1. Critically assessthe organisational culture and context determining readinessfor change and articulating, where appropriate, the case for change.

2. Present a critical reflection on the diversity of reactions to change, with reference to change resistance and psychodynamics.

3. Develop a road map for the implementation and facilitation of a change initiative, demonstrating the ability to evaluate practical and specialised techniques, dynamics and theories fromthe forefront of the field of organisational change.

4. Critically assess the impact ofintercultural diversity on the implementation of change initiatives within international organisational contexts.

5. Engage in critical dialogue and review of contemporary research in the field of organisational change, with particular reference to globalisation, digitalisation and remote work environments.