CIPD Level 5 5CO03 Professional behaviours and valuing people is a module in Intermediate qualification in Human Resource Management. This module focuses on developing the knowledge and skills needed to manage HR activities in a professional and ethical manner. This assignment emphasises the cultivation of essential professional behaviors, including ethical practice, professionalism, and continuous professional development (CPD). By engaging with these core principles, students learn to navigate complex ethical dilemmas, maintain high standards of conduct, and commit to ongoing learning and improvement. This foundation is critical for building a reputable and trustworthy career in human resources. This assignment also underscores the importance of valuing diversity and inclusion within the workplace. Students explore strategies for fostering an inclusive environment where all employees feel valued and respected. This understanding is vital in today’s globalised and multicultural business landscape, where the ability to manage and leverage diverse teams can significantly impact organisational success. Through this assignment, students develop the skills to implement and advocate for inclusive practices, enhancing their capability to contribute positively to organisational culture and employee engagement.
The practical nature of the 5CO03 assignment also equips students with hands-on experience in addressing real-world HR challenges. By applying theoretical concepts to practical scenarios, students gain insights into the intricacies of HR management and develop problem-solving skills that are directly applicable in their professional roles. This practical experience is invaluable, as it prepares students to handle the dynamic and often unpredictable nature of HR work, making them more adaptable and effective in their careers. In addition to professional and practical skills, the assignment fosters critical thinking and reflective practice. Students are encouraged to reflect on their own behaviors and attitudes, assess their impact on others, and identify areas for personal growth. This reflective practice is a key component of effective leadership and management, as it promotes self-awareness and emotional intelligence. By cultivating these qualities, students are better prepared to lead with empathy and make informed decisions that consider the well-being of their colleagues.
Ultimately, the Professional Behaviours and Valuing People assignment plays a significant role in shaping well-rounded HR professionals who are equipped to handle the complexities of modern workplaces. It not only provides the theoretical knowledge and practical skills needed for career advancement but also instills a strong ethical framework and a commitment to valuing people. These attributes are essential for anyone aspiring to make a meaningful impact in the field of human resources and to advance within the CIPD career framework.
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Students who complete this module will gain a deeper understanding of the professional behaviours and values that underpin effective HR management. They will learn how to promote diversity, equality, and inclusion in the workplace, build positive relationships with stakeholders, and effectively manage conflict and negotiations. Students will also develop their coaching and mentoring skills, as well as their ability to communicate effectively with others in the workplace. Completing the CIPD 5CO03 assignment requires careful planning and execution.
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5CO03 Professional Behaviours and Valuing People Examlpe Answer (Please Do Not Copy)
Task One –Professional and Ethical Behaviours
(AC 1.1)
As a people professional, one must highlight the profession in a specific way that reflects the values and norms of the field. Being professional is mainly involves being about knowledgeable and skilful but also treating people in the right way, that includes respecting and maintaining ethical standards, integrity, and the significance of others (Arieli, Sagiv and Roccas, 2020).
Professional specifications and frameworks:
A people professional is responsible for making sure that the position’s decision and framework are supported by the job specifications and standards set out for the role. The CIPD profession Map is a guiding map that shows all the knowledge, skills and behaviours required for a successful career in this department (Bosley, 2022).
Knowledge
People professionals essential a comprehensive understanding of HR applies and principles. This contains areas such as talent management, learning and development, organisational design, and employee relations. They must stay informed about employment law, diversity and inclusion practices, and modern HR technologies. The CIPD map highlights the significance of evidence-based practice, meaning that people professionals should base their decisions on compact data and research rather than intuition and practice (CIPD, 2024).
Values
It forms the essential of a people professional’s work ethic. The CIPD focuses on main values such as fairness, honesty, equality, and inclusivity. People professionals should promote these values within their organisations, which makes sure that all employees are treated equitably and with respect. For example, fairness in recruitment processes and honesty in performance feedback are important to maintaining trust and morale within the workplace (CIPD, 2024).
Behaviours
The CIPD profession Map focuses on different behaviours vital for people professionals, that is being role models, positive listeners, and proactive change agents. They are predicted to show professional integrity, meaning they should act ethically and be accountable for their actions. This contains handling confidential information responsibly, resolving workplace conflicts constructively and promoting a confident organisational culture (CIPD, 2023).
Professional Integrity
It is the adherence to moral and ethical principles within one’s profession. For professional professionals, this means constantly acting in ways that reflect their commitment to ethical standards and the well-being of employees (CIPD, 2023). It contains making decisions that are not only legally compliant but also morally sound, that contains advocating for fair labour practices and transparent communication.
Examples from Practice
Drawing from my career, as an HR manager, I have observed the important role of continuous learning and adaptability. I normally participate in professional development opportunities to keep up-to-date with modern HR trends and legal requirements. Implementing inclusive recruitment approaches and promoting a culture of open communication are positive applications of the CIPD principles in my role. By valuing each employee’s contribution and ensuring equitable treatment, I participate in a more harmonious and productive working place.
(AC 1.2)
Ethical Values for People Professionals
These are principles that guide their actions and decisions, and make sure they promote fairness, respect and integrity within the workplace. These values are vital for promoting trust, maintaining professionalism integrity, and developing a positive organisational culture (CIPD, 2023). They compromise honesty, fairness, equality, confidentiality, inclusivity and accountability, which collectively ensure ethical conduct in all HR practices (Nyatepe, 2020).
Personal Ethical Values and Their Influence
Value 1: Fairness
It involves treating all employees equitably and without bias. In my practice, this value impacts how I manage recruitment procedures. For instance, I measure that job advertisements reach diverse audiences and that selection criteria are based merely on qualifications and experience (Nyatepe, 2020). By observing fairness, I help develop an inclusive environment where persons have an equal prospect to succeed. This value encourages trust and morale among employees, as they observe the organisation as just and merit-based.
Value 2: Integrity
It means maintaining honesty and strong moral principles. This value is important when handling sensitive employee information. For example, I make sure that all personal data is kept confidential and only shared on a need-to-know basis. By keeping integrity, I promote a culture of trust and reliability. Employees feel protected knowing that their confidentiality is respected, which improves their appointment and commitment to the organisation (Nyatepe, 2020).
Importance of Knowing Personal Values
Identifying one’s values is important as they serve as a framework for behaviour and decision-making. Personal values help people professionals navigate complex ethical dilemmas and maintain consistency in their actions. For example, my commitment to fairness and integrity makes sure that my practices remain unbiased and transparent, even under pressure. This consistency supports my credibility and reliability as an HR professional.
Impact on Work Relationships
Personal values are important to modifying work relationships and ways of working. For example, my adherence to fairness focuses on all team members are treated equally, promoting a collaborative and respectful work environment. This approach handles conflicts and encourages a sense of belonging among employees (Schroeder et al., 2019). Additionally, maintaining integrity helps to develops strong, trust-based relationships, as colleagues know they can rely on me to perform ethically and maintain their best interests.
Demonstrating Professional Courage
Professional courage involves advocating for ethical principles and supporting others in doing the same, for example, I have spoken up against discriminatory practices in the recruitment process, focusing on the significance of diversity and inclusion (Schroeder et al., 2019). By supporting ethical standpoints, I uphold my values and also empower others to voice their concerns and support a culture of ethical conduct.
(AC 1.3)
Why it is important for people professionals
It needs to participate in discussions within an organisation for many reasons. First of all, their understanding and knowledge in diverse areas such as human resources, organisational development, and learning and development help inform decision-making procedures (Swanson, 2022). Without their contribution, discussions may absent important perceptions and concerns that can lead to poor significance and potentially overlook significant factors that affect employees’ well-being and organisational performance. Additionally, when people experts do not contribute to discussions, it can develop a disconnect between the organisational approach and people practices and also can delay the effective arrangement of HR/L&D/OD functions with primary business aims (Swanson, 2022). This absence of participation also may disseminate misunderstandings and old-fashioned practices that ultimately delay the organisation’s ability to adapt to changing environments and increase a culture of continuous improvement.
How people professionals contribute to discussions
People experts can make sure that the people’s practice voice is heard in an organisation by clear, informed and confident communication. To achieve this, it is significant to establish different skills and approaches that are mentioned in the professional map. Initially, they should be focused on the relevant organisational trends, organisation modifications and best practices to provide evidence-based and credible contributions in discussions (Swanson, 2022). Participating and clear communication approaches that contains by utilising appropriate tone, pace, and volume, and also summarising main points and observing understanding, help to make sure that their concern resonate with the audience and analyse their attention sufficiently (Sacchetti and Tortia, 2024). Positive listening skills and thoughtful questioning help to encourage professionals to recognise diverse opinions explain doubts and also promote meaningful dialogue with stakeholders. However, making evidence-based arguments that are aligned with data and facts supports the credibility of their contributions and enhances their capability to influence decision-making processes (Sacchetti and Tortia, 2024). Also, by adopting communication content to suit the audience’s preferences and context, and also by utilising significant examples to examine the important points, promotes employee engagement and improves the likelihood of their people practising voices heard and valued within the organisation.
By being involved confidently and skillfully in discussions, people professionals help to ensure that the “people practice voice is heard in an organisation and also informs decision-making procedures and processing the HR/L&D/OD purpose that is highlighted in the CIPD profession Map.
(AC 1.4)
Unethical Issue
Example
Suppose I determine that a colleague is operating financial reports to make the organisation’s performance appear better than it is. This action, while not immediately illegal, is unethical as it misleads stakeholders and could lead to long-term negative impacts for the company.
Process:
Initial Assessment: I would first make sure that my understanding of the situation is correct by analysing the evidence and considering the potential influences. This might comprise confidentially discussing the matter with a trusted peer to improve perspective without spreading rumours.
Consult Policies: I would analyse the company’s code of ethics and whistleblowing policies to identify the proper channels for reporting unethical behaviour.
Document Evidence: I would collect and securely document all appropriate information, which makes sure that I have a clear and organised record of unethical behaviour.
Report to Manager: I would approach my direct manager in a private setting, showing the documented evidence and explaining my concerns. I would direct my commitment to the company’s principles and the significance of ethical conduct.
Follow-Up: After reporting, I would follow up to make sure that the issue is being resolved, maintaining confidentiality and professionalism during the procedure. If necessary, I might intensify the matter to higher management or the designated ethics committee.
Legal Contravention
Example:
Imagine I become aware that the organisation is positioning hazardous waste in a manner that violates environmental regulations. This illegal activity shows important risks to public health and the environment (Sacchetti and Tortia, 2024).
Process:
1. Immediate Risk Assessment: Given the potential for important harm, I would quickly measure the immediacy and severity of the risk. If immediate danger is present, I would contact the suitable emergency services.
2. Consult Policies and Legal Advisors: I would also review the organisation’s policies on legal compliance and whistleblowing. Consulting with the legal and compliance department, if available, would help me identify the correct processes and potential legal consequences.
3. Document Evidence: gathering detailed evidence that contains dates, times, and specifics of the illegal disposal activities is important. Photographs, emails, and witness statements would be involved.
4. Report to Higher Authority: Given the legal implications, I would report the problem directly to senior management and the compliance officer, bypassing my direct manager if they are involved. I would represent the documented evidence and describe the legal and ethical ramifications.
5. External Reporting: if internal reporting does not result in corrective action, I would consider reporting the matter to external regulatory bodies, which contain the Environmental protection agency (EPA), to ensure legal compliance and public safety (Sutrop, 2019).
6. Follow-Up: After raising the problem, I would observe the situation to make sure that the company takes suitable actions to resolve the issues. I would remain vigilant about any retaliation and report any such behaviour as per the organisation’s whistleblowing protection policies.
In both scenarios, maintaining confidentiality, professionalism, and adherence to the organisation’s policies and legal requirements are important to effectively resolve the problems.
(AC 2.1)
Theories on Inclusion and Their Benefits
Maslow’s Hierarchy of Needs:
This theory proposes that people are motivated by needs, which are arranged in a pyramid, with the lowest level being the physiological needs and the highest level being the self-actualisation needs. In the context of the workplace, the concept of inclusion targets the middle layers of belongingness and esteem (Sutrop, 2019). When the employees of an organisation are provided with a sense of belonging, their social needs are met through the formation of positive relationships with co-workers and the receipt of positive feedback for their work.
Human Benefits:
Job Satisfaction: This is because inclusion fosters feelings of safety and being valued, which in turn leads to increased levels of job satisfaction.
Enhanced Wellbeing: Being valued and comprised helps in improving the mental health and general health of an individual (Sutrop, 2019).
Business Benefits:
Increased Retention: Satisfied employees are also more likely to remain with the organisation and thus reduce the turnover rate (Trevino and Nelson, 2021).
Improved Efficiency: Employees’ satisfaction increases motivation and productivity, which in turn enhances organisational performance.
2. Daniel Pink’s Motivation Theory:
This theory is centered on the three dimensions which include autonomy, mastery, and purpose. In this respect, inclusion is a crucial factor in meeting these needs. When employees are comprised and their contributions recognised, they experience a greater sense of purpose and autonomy in their work (Trevino and Nelson, 2021). Fair treatment supports mastery by giving prospects for skill development and growth.
Human Benefits:
Increased Engagement: Inclusion promotes emotional investment in work that leads to higher levels of employee engagement.
Reduced Conflict: Fair treatment reduces feelings of resentment and injustice, decreasing workplace arguments.
Business Benefits:
Enhanced Reputation: Organisations known for inclusivity attract top talent and enjoy positive public perception.
Higher Productivity: Engaged employees are more creative, and participate in the company’s achievement.
Personal View on the Benefits of Inclusion
In my opinion, workplace inclusion is important for both human well-being and organisational success. Developing an inclusive environment where employees feel valued and respected enhances job satisfaction and personal growth but also drives business consequences such as higher retention rates and productivity (biswajeet, 2020). Inclusion is not only the right thing to do, but it also makes good business sense in today’s competitive environment.
(AC 2. 2)
Designing for Inclusiveness at the Architectural Design Phase
1. Inclusive Consultation Processes: Stakeholders can be engaged through structured consultations by people professionals. This might include creating sub-forums or groups that will involve employees with different needs and views. For example, when implementing a new policy on remote working, HR can conduct sessions with employees from various organisational departments and hierarchical levels to identify different issues and preferences (biswajeet, 2020). This way ensures that the policy covers a wide range of issues that enhance the aspect of inclusion from the onset.
2. Diverse Design Teams: Having different members in the project teams can ensure that several perspectives are considered during the design process. In this way, by having gender, ethnic, age, and capability-diverse employees in the team that creates new initiatives, the HR can ensure that the created policies and practices will cover the wide range of knowledge and needs (Arieli, Sagiv and Roccas, 2020). For instance, when developing the new leadership training program, a design team can identify and minimise possible biases, thus increasing the program’s accessibility and effectiveness for all workers.
Checking Inclusivity Post-Implementation
1. Feedback Mechanisms: After implementation, HR should create structured feedback mechanisms that allow employees to provide feedback regarding the inclusiveness of the new initiative, including but not limited to surveys and suggestion boxes. The regular analysis of this feedback helps HR to elevate the status of any emerging issue to a problem. For instance, after the adoption of a new performance evaluation system, HR can ask the employees to rate whether the system is perceived as fair and inclusive and adjust where necessary (Arieli, Sagiv and Roccas, 2020).
2. Inclusivity Audits: Conducting periodic inclusivity audits can help to make sure that initiatives continue to meet diverse requirements (Wilton, 2022). This contains systematically reviewing policies and practices to recognise any unintended exclusionary properties. For instance, an audit of a company’s recruitment procedures might reveal biases in job postings or interview practices that disadvantage positive groups (Wilton, 2022). Resolving these findings makes sure the initiative remains inclusive and unbiased over time.
These approaches help embed inclusivity into the importance of people practices, that ensure that they are fair and effective for all employees.
Task Two – Professional Review
(AC 2.3)
Reflecting on My Approach to Working Inclusively and Building Positive Relationships
Valuing Individuality and Diversity
The main method I employ is positively valuing people as individuals and identifying the benefits of diversity. In team settings, I make sure to acknowledge and celebrate each individual’s unique background and skills. For example, during team meetings, I make it a point to encourage contributions from everyone, especially those who might typically be less vocal. This approach promotes an inclusive environment and also harnesses the full potential of diverse perspectives that lead to more innovative solutions.
Active Listening and Collaboration
Another important aspect of my approach is positively seeking and listening to diverse opinions and views. I prioritise developing an open dialogue where colleagues feel comfortable sharing their thoughts and concerns. When working on projects, I often organise brainstorming sessions where all team members can freely express their opinions. Also, I find opportunities to participate across different departments, which broadens my understanding and appreciation of different functions within the organisation. For example, collaborating with the marketing team on a project has helped me incorporate consumer-focused understandings into our approaches, improving the overall effectiveness of our initiatives (Trevino and Nelson, 2021).
Building Trust and Providing Support
Developing trust and giving appropriate support are also central to my approach. I strive to be approachable and dependable, providing help when colleagues face challenges. For example, when a team member struggles with a task, I give guidance and resources that ensure they feel supported. This helped me strengthen our working relationships and also promoted a culture of mutual respect and teamwork.
By valuing diversity, actively listening, and promoting support, I develop a positive, inclusive working environment that gives benefits both individuals and the organisation.
This is an example of 5CO03 Professional Behaviours and Valuing People assignment and must not be copied as it is plagiarised, this is provided here for referenfce purposes only.
(AC 3.1)
The position of a people professional, whether a specialist or a generalist is a dynamic factor for several reasons. One of the reasons that has led to this evolution is the advancement in technology that has affected the management of employees in organisations. Due to the growing application of automation, data analysis and artificial intelligence in an organisation, people professionals must become more aware of technology in the field of human resource management.
Moreover, the modern tendencies of the growth of teleworking, that has become even more widespread because of the COVID-19 pandemic, has become an important challenge for effective communication, time management and collaboration for HR managers (Vahdat, 2021). There is also the emerging need for people professionals to be business-oriented to ensure that the strategies developed in the HRM are supported by business aims and objectives and to be able to explain the rationale behind the HR interventions to the stakeholders (Stahl et al., 2020).
In this regard, there are implications for own CPD as the role evolves. That is why, to stay updated and productive in my position, I have to pay attention to further education and training in such areas as technology data analysis, and remote employees. Furthermore, I need to improve my level of business knowledge and teamwork to be more beneficial for the company. By participating in CPD I will be ready for the challenges of the dynamics field of HR and be a valuable resource to the organisation.
(AC 3.2)
Analysing my responses for AC 2. 3 and AC 3. 1, with the help of the feedback from my colleague, I realised my strengths, weaknesses, and the areas that require my further development. AC 2. 3 is relevant to one of the strengths mentioned, which is the ability to work inclusively and foster positive relations at the workplace. In AC 2.3 My colleague said that they like the way I involve everyone in group assignments and try to make everyone feel like they are an important part of the team. Please see appendix 1.
Nevertheless, a weakness found is that I have little experience in technology integration as mentioned in AC 3. 1. My colleague offered feedback that while I am proficient in the routine HR practices, there is an opportunity to improve on the use of technology to support HR practices and decision making.
Moreover, my colleague’s feedback was also helpful in identifying the need to improve communication skills, especially concerning the justification of HR projects to the stakeholders. This is in line with the progressive changes in the role of the people professional as outlined in AC 3. 1, which points out that HR professionals need to have business knowledge and communication abilities.
In the last, the feedback given has helped me in my self-appraisal by outlining the strengths and the areas of weaknesses that I hold. In the future, I will focus on the improvement of my technology literacy and the development of my oral communication skills; however, I will also strive to maintain my inclusive teamwork and relationship-building abilities.
(AC 3.3)
To support my ongoing professional development, I will undertake a range of formal and informal development activities: To ensure that I continue to learn and develop professionally, I will engage in formal and informal learning activities:
Technology Integration Training Course: I shall attend a professional development course on the application of technology in the practice of human resource management. It will provide me with hands-on experience and understanding of the technological aspects of recruitment, performance management and data analysis in human resource. To address the weakness that I have identified in the self-evaluation, I have made a personal development plan of enhancing my technological competence and acquaint myself with the current developments in the field of HR.
Communication Skills Workshop: To improve the communication skills that I lack in this area, I will attend an informal communication skills workshop that will assist me in presenting the strategic value of HR initiatives to stakeholders. This workshop will help me to be familiar with the practical ways that will help me to pass on the messages in the right manner especially when addressing different audiences in the organisation.
Mentorship Program: I will engage in a mentorship program in which I will be paired with a senior HR professional in a position to advise me or recommend for or against a particular practice. With the help of weekly meetings with my mentor, I can expand my knowledge of the modern tendencies in the sphere of HR management, leadership, and decision-making. Such an informal type of development activity will also assist me in enhancing my knowledge and skills but also in building a contacts list in the HR community (Bird et al., 2023).
I have selected these activities because they would be useful in improving my professional performance based on the area of weakness that I have identified in my self-evaluation in preparation for the evolving nature of the HR profession.
(AC 3.4)
In the last 12 months, three learning activities have significantly impacted my behaviour and performance:
Activity 1: Leadership Development Workshop (date: June 2023- Sept 2023): This formal learning activity was on leadership and was conducted through workshops and case studies. Therefore, I have been able to enhance on the aspect of leadership and take more responsibilities in my group, thus increasing the group cohesion and productivity. Moreover, decision-making and problem-solving skills have been enhanced and this has made me more equipped to handle problems in my position (Viale, 2024).
Activity 2: Coaching Sessions (date: Oct 2023 – Dec 2024): I had several casual mentoring sessions with a fellow employee to enhance my communication skills and interpersonal skills. I have learned how to handle confrontational situations more effectively and how to build and maintain good relationships with colleagues and other stakeholders by using reflective dialogue and feedback. This has enhanced my working conditions and relationships with other people and enhanced my ability how to convince them.
Activity 3: Industry Webinars (date: Jan 2024 – April 2024): I have been actively attending different webinars related to the industry to stay abreast with the current trends and standards of managing human resources. Applying the knowledge and skills that I have learned in these sessions in my workplace has helped me to enhance efficiency and effectiveness in delivering organisational goals. Moreover, the practice of updating myself with the current trends in the industry has helped me build more credibility as a competent and reliable HR specialist within the company.
In general, these learning activities have helped me change for the better in terms of my conduct and productivity in the workplace, thus improving my career and the organisation.
References
5CO03 assignment includes various references and few of them are from the CIPD itself. Have a careful review while adding references to your assignment.
Arieli, S., Sagiv, L. and Roccas, S. (2020). Values at Work: The Impact of Personal Values in Organisations. Applied Psychology, [online] 69(2), pp.230–275. Available at: https://iaap-journals.onlinelibrary.wiley.com/doi/abs/10.1111/apps.12181.
Bird, K., Stokes, N., Rivas, C., Tomlinson, M., Mollin Delve, Gordon, L., Gregory, A., Lawrence, K. and O’Reilly, N. (2023). Training Informal Supporters to Improve Responses to Victim-Survivors of Domestic Violence and Abuse: A Systematic Review. Trauma, Violence, & Abuse.
BISWAJEET, P. (2020). HUMAN RESOURCE MANAGEMENT, Sixth Edition. [online] Google Books. PHI Learning Pvt. Ltd. Available at: https://books.google.com/books?hl=en&lr=&id=Lif4DwAAQBAJ&oi=fnd&pg=PP1&dq=The+CIPD+profession+Map+focuses+on+different+behaviours+vital+for+people+professionals [Accessed 4 Jun. 2024].
Bosley, A. (2022). Ethical practice and the role of people professionals. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/ethics-role-hr-factsheet/.
CIPD (2019). CIPD | Ethics at work: an Employer’s Guide. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/guides/ethics-work-guide/.
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Fitzgerald, A. (2020). Professional identity: a Concept Analysis. Nursing Forum, 55(3), pp.447–472.
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Sacchetti, S. and Tortia, E. (2024). A needs theory of governance: taking transaction cost theory back to humanistic economics and self-actualisation. Journal of Institutional Economics, [online] 20, p.e13. doi:https://doi.org/10.1017/S1744137423000401.
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Stahl, G.K., Brewster, C.J., Collings, D.G. and Hajro, A. (2020). Enhancing the Role of Human Resource Management in Corporate Sustainability and Social responsibility: a multi-stakeholder, Multidimensional Approach to HRM. Human Resource Management Review, [online] 30(3). Available at: https://www.sciencedirect.com/science/article/pii/S1053482218303796.
Sutrop, M. (2019). SHOULD WE TRUST ARTIFICIAL INTELLIGENCE? TRAMES, [online] XXIII(4), pp.499–522. Available at: https://www.ceeol.com/search/article-detail?id=856194.
Trevino, L.K. and Nelson, K.A. (2021). Managing Business Ethics: Straight Talk about How to Do It Right. [online] Google Books. John Wiley & Sons. Available at: https://books.google.com.pk/books?hl=en&lr=&id=4pEXEAAAQBAJ&oi=fnd&pg=PA2&dq=Additionally [Accessed 4 Jun. 2024].
Vahdat, S. (2021). The role of IT-based technologies on the management of human resources in the COVID-19 era. Kybernetes, [online] ahead-of-print(ahead-of-print). Available at: https://www.emerald.com/insight/content/doi/10.1108/K-04-2021-0333/full/html.
Viale, R. (2024). Enactive problem-solving: an alternative to the limits of decision making. [online] www.elgaronline.com. Available at: https://www.elgaronline.com/edcollchap/book/9781800370685/book-part-9781800370685-20.xml.
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