LEVEL 7 DIPLOMA IN ENTREPRENEURSHIP &

INNOVATION

Learner Name
Learner Registration
No.
Study Centre Name Lincoln University of Business & Management
Qualification Title L7 Diploma in Strategic Management & Leadership
Unit Reference No. F/616/2725
Unit Title Strategic Human Resource Management
Word Count 4370
Submission Date

Declaration of authenticity:
1. I declare that the attached submission is my own original work. No significant part of it has
been submitted for any other assignment and I have acknowledged in my notes and
bibliography all written and electronic sources used.
2. I acknowledge that my assignment will be subject to electronic scrutiny for academic honesty.
3. I understand that failure to meet these guidelines may instigate the centre’s malpractice
procedures and risk failure of the unit and / or qualification.

_________________ _________________
Learner signature Tutor signature
Date: Date:

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Table of Contents
Task 1: Briefing Report...................................................................................................................3

Executive Summary.....................................................................................................................3

Background..................................................................................................................................3

Analysis........................................................................................................................................4

Recommendation.........................................................................................................................4

Task 2: HRM Plan and Memorandum.............................................................................................6

HR Plan........................................................................................................................................6

Determine HR Needs................................................................................................................7

Determine Recruiting Strategy.................................................................................................8

Selection of Employees.............................................................................................................8

Develop Training......................................................................................................................8

Determine Compensation.........................................................................................................9

Appraise Performance..............................................................................................................9

Memorandum.............................................................................................................................10

Task 3: Report................................................................................................................................12

Introduction................................................................................................................................13

Management and Leadership Theories......................................................................................13

Impact of Organizational Strategies, Structures, and Culture on HR Management..................14

Organizational Strategies.......................................................................................................14

Organizational Structure........................................................................................................15

Organizational Culture..........................................................................................................15

Evaluation of Current HRM Practices.......................................................................................15

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Strengths and Weakness.........................................................................................................15

Opportunities..........................................................................................................................16

Link between Leadership, Management, and HRM..................................................................16

Leadership and HRM.............................................................................................................16

Management and HRM..........................................................................................................17

Merging Leadership, Management and HRM........................................................................17

Analysis of Culture and Structure on Project Success and Staff Motivation.............................17

Leadership Strategy Development, Monitoring, and Evaluation...............................................18

Conclusion.................................................................................................................................19

References......................................................................................................................................20

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Task 1: Briefing Report

Executive Summary

The respective briefing report discusses the importance of strategic human resource management
(HRM) and its application in the European Club's operations. Through our HR consultancy
service, we are committed to creating HR strategies that are congruent with the Club's overall
goals, promoting efficiency, employee satisfaction and successful implementation of any
restructuring projects and upcoming renovation.

Background

Strategic HRM is the key to the integration of HR practices with the organizational goals (Hayes
and Anderson 2023). In the context of European club, strategic HRM can be involved in many
aspects to optimize performance and create an atmosphere of continuous improvement. For
instance, the HR strategies will complement the CEO's vision of modernizing the restaurant and
bar facilities by training the staff, recruitment, and performance management. Through the
alignment of HR initiatives with the departmental objectives, employee engagement,
productivity, and service quality throughout the Clubhouse can be increased.

Analysis

Before embarking on the renovation and restructuring project, certain issues need to be well
thought-out. Firstly, it is necessary to evaluate the current situation of the Clubhouse in terms of
its structures, staffing, and operations. This assessment will highlight the areas of improvement
and assist in making decisions regarding the resources to be used as well as the projects to be
prioritised. On the other hand, effect of the renovation on both members in addition to employees
will be evaluated to avoid disruption and ensure business continuity. The effective
communication and change management strategy are the key factors in dealing with the concerns
and keeping the stakeholder satisfaction at the highest level during the project implementation.
Along this, financial issues of budget allocation and revenue projections will be also examined to
ensure that the project is feasible and sustainable. Ultimately, compliance with the industry
norms and regulations will be given due attention to mitigate risks and safeguard the Club's good
reputation.

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Evaluating of Current Situation

Assesig Effect of the Renovation

Analysing Financial Implications

Compliance with Industry

Standards and Regulatory Needs

Recommendation

Here are some HR Recommendations that could be implemented as the organization starts this
restructuring and renovation process.

 Through conducting staff training programs, employees will gain the necessary skills and
knowledge to use the new processes and technologies. This includes the training on the
new reservation systems, customer service rules and health and safety regulations.
 An efficient performance evaluation system will allow the Club to keep track of the
employees' performance, determine areas where improvement is needed and recognize
the high achievers.
 The introduction of a culture that fosters innovation and teamwork will drive employees
to contribute innovations in service quality and operational efficiency improvement.
 Setting up clear communication channels and providing employees with support during
the implementation phase will make the process smoother, thus reducing the resistance to
change.

Consequently, strategic HR is the main feature of the European Club's renovation and restructure
project. Through the considerations of HR strategies aligned with organization objectives, the

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identification of vital factors and the implementation of tailored HR projects, we can make our
contribution to the Clubhouse and guarantee the provision of premium hospitality services.

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Task 2: HRM Plan and Memorandum

HR Plan

Human Resource (HR) plan is a strategy for managing an organization's workforce in order to
achieve its goals (Rustiawan et al., 2023). Further, Chiara, Diego and Mara (2023) added it
includes workforce planning, recruitment, training, compensation, and performance evaluation.
HR planning is critical as it guarantees the harmony between organizational strategic objectives
and human workforce needs, improves employee performance, facilitates talent development,
and optimizes the overall organizational effectiveness and performance.

The undertaken HR Plan presents the strategic way of managing the workforce of the European
ClubHouse during the renovation and modernization project. This plan will bridge HR practices
with overall organizational goals by improving member experience, increasing level of
operational efficiency, and keeping the charitable mission of the club alive. It covers issues like
workforce planning, hiring, training and development of employees, pay, and performance
assessment. Below mentioned steps are outlined as a HR plan for European ClubHouse.

D eterm in e H R N eed s

D eterm in e R ecru itin g Strategy

Selection of E m p loyees

D evelop T rain in g

D eterm in e C om p en sation

A p p raise P erform n ace

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Determine HR Needs

Human resource needs will be determined by aligning staffing requirements with the strategic
plan of the European ClubHouse. Workforce planning is affected by expected organizational
growth or decline directly influencing recruitment, training and retention. For example, when
there are expansion plans in place, the organization may have to hire more people in order to
match the higher demand of the services and facilities that they provide. On the contrary, if the
membership increases, the workforce adjustments may need to be tailored to optimize the
operational effectiveness. Besides, the assessment of the economic situation will enable to
predict the future HR requirements. Such aspects include market conditions, industry dynamics,
and economic indicators and they affect the staffing process. For instance, a favourable economy
can give organizations a higher demand for services that will in turn necessitate more employees
to meet the service level requirements. On the contrary, economic crises usually require cost-
saving measures such as workforce optimization and efficiency gains. Moreover, forecasting of
sales for following year will enable to comprehend the expected income flows and rational use of
resources. Using historical sales data, market trends, and customers’ propensities, the ClubHouse
will anticipate the demand fluctuations and then arrange the staff optimally to meet the changing
needs of customers. The implementation of this proactive strategy ensures that the workforce is
in line with the business goals, which in turn makes it easier for an organization to remain
competitive in the ever-changing market to a large extent.

Determine Recruiting Strategy

The Recruitment Strategy for the European ClubHouse is devised to attract and retain the
professionals who are in line with the organizational targets and principles. The strategy will be
organized mostly through networking available channels which are task oriented online job
boards, social networks, professional networks and employee referrals. In addition to the
proactive methods such as talent pipelining and networking events will be employed to build a
pool of potential candidates. The organization will start standardizing its recruitment procedures
which, in return, will enhance the efficiency and ease of application for future applicants. A
recruitment process will involve the creation of job description, job specific screening criteria
and conducting structured interviews and tests. Besides, the participation of the key stakeholders
in the selection process will guarantee that the candidate who is chosen is compatible with the

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corporate requirements and the organizational culture. The European ClubHouse will guarantee
that the right people are hired to meet the strategic aims and ensure that business proceeds
without interruptions.

Selection of Employees

In European ClubHouse recruitment will be done by personal interviews and tests picking out the
most fitting candidates. This will be achieved through the creation of job-specific criteria, the
performance of structured interviews, and the use of assessment techniques like psychometric
tests and work samples. The alignment between stakeholders and organizational needs and
culture is achieved by engaging the relevant stakeholders in the process.

Develop Training

European ClubHouse’s strategic plan shows some training demands that are relevant for both
institution goals and business operations feasibility. During the renovation and restructuring
projects, it is necessary to start the training on the new rules, procedures, and the use of the new
equipment. Moreover, a custom training program for new software systems should be developed
to help workers get acquainted with them as well. In addition, the problems of conflict resolution
and interpersonal communication skills should be tackled because they are important for creating
a good work environment and boosting team dynamics. The employee training in aspects of
customer services, hospitality standards, and compliance with regulations are also essential for
delivering high-quality customer experiences. Therefore, the HR manager will revise the given
training programs to include these topics and use a mixture of training methods that are
classroom sessions, e-learning modules, and on-the-job coaching. Through the pre-identified
training needs, the European ClubHouse intends to raise the employees' skills, increase the
productivity, and lead the organization to a better performance.

Determine Compensation

The European ClubHouse HR manager will conduct a detailed research to determine the
competitive wage scales that will be based on the industry standards and the financial capabilities
of the organization. This consists of assessing criteria like positions, work duties, skills, and
performance to see whether employees are treated fairly and their wages are fair. The HR
manager will also consider other aspects of compensation such as health care benefits, bonuses
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and other perks to increase employee satisfaction and retention. The above-mentioned
advantages become evident when the industry has to retain best employees. On the one hand,
feedback from regular market surveys will enable the organization to align the remuneration
package with its peers and market competitors to keep the organization competitive when it
comes to recruiting and retention of skilled workers. The company aims to attract, retain and
develop employees by providing competitive remuneration packages which includes salary,
bonuses and other benefits.

Appraise Performance

The European ClubHouse performance appraisal is based on the establishment of clear and
objective performance standards to measure employee effectiveness and to enhance the process
of continuous improvement. They will be aligned with organizational goals, job descriptions and
key performance indicators (KPIs). The evaluation of employees against these standards by
regular performance reviews will allow to give them constructive feedback and identify areas for
improvement. The ClubHouse through the implementation of a structured performance appraisal
process will be able to recognize and reward high performance, address performance issues
proactively, and support employee growth and development.

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Memorandum

Date: May 13, 2024

To: Board of Directors, European ClubHouse

From: HR Consultant

Subject: Importance of HR Policies

Dear Board of Directors,

I am writing to highlight the urgent need for the European ClubHouse to develop a
comprehensive HR policy. The HR policies serve as a guiding document that helps the
organization to align its approach towards the organizational behavior, compliance with laws and
regulations, and providing a just and right workplace environment. The examples of legal, ethical
and regulatory concerns that should be covered within the HR polices of ClubHouse are outlined
below:

 Living Wage vs. Minimum Wage: It is vital to create a coherent policy regarding
employee compensation, in order to secure a situation where all employees get fair and
equitable income. This means following the legal requirements like minimum wage laws
while also thinking about the idea of a living wage that is the cost of living in the area.
 Maternity Cover: The ClubHouse should pay attention on maternity policy in an attempt
to help its employees who are taking the paid leave which should indicate job security
and their coming back to their previous positions or an appropriate role after their
returning to work. Adherence with maternity leave is compulsory in order to avoid legal
actions and to safeguard the workers' health.
 Equality Act 2010: R policies should be in accordance with the principles of the
Equality Act 2010, which prohibits discrimination on the grounds of protected
characteristics such as age, gender, race, disability, religion, or sexual orientation. The

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ClubHouse should enact policies and procedures that promote diversity, equity and
inclusion in all services, including recruitment, training and promotion.
 Termination of Employment: Having specific guidelines about grounds for termination
will guarantee fairness and prevent possible litigation. HR policies should state the
conditions under which termination can happen, the procedure for the disciplinary
proceedings and the rights of the employees who are to be terminated, such as the notice
period and the severance pay that must be given.

Moreover, to address the mentioned concerns, HR policies should cover other areas applicable to
the ClubHouse's operations, such as;

 Employee benefits and rights

 Recruitment and selection processes
 Health and safety rules
 Data privacy and confidentiality
 The code of conduct and the disciplinary procedures.
 Grievance resolution mechanisms

Through the implementation of strong HR policies, the ClubHouse will be able to show its
compliance with the law, ethical standards, and employee well-being. These policies act as a
guideline for both managers as well as employees, thus making sure that the decisions are taken
in a consistent and clear manner which exist on the basis of trust as well as respect.

Finally, I would like to request the Board of Directors to prioritize the development and
implementation of the coherent HR policies that correspond to the requirements and principles of
the European ClubHouse.

Thank you for attention to the mentioned matter.

Sincerely,

HR Consultant

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Task 3: Report

Executive Summary

The present report examine the European ClubHouse's current HRM practices and their
correspondence with the organization's modernization project. The strategic HRM is the
technique to boost the operational efficiency, the employee engagement, and the service quality.
The leadership theories like the transformational and situational leadership are the basis of the
ClubHouse that is going through the change. The undertaken report explores the ClubHouse's
hierarchical structure in addition to the culture and tradition and their effect on HRM. The report
shows that a more flexible and inclusive environment is required to nurture innovation and
responsiveness. The current HRM practices are outdated besides ineffective because of the
manual processes. This has resulted in the low morale and the high turnover, especially of the
young staff. The report suggests a comprehensive HR plan that includes the most up-to-date
recruitment, training, and performance appraisal procedures to improve the staff competencies
and engagement. A deep analysis of the situation shows that the problem of the cultural and
structural barriers has to be solved to make the project successful and the staff is motivated. The
establishment of a dynamic leadership strategy, which is in accordance with the ClubHouse's
mission and values, is the main factor for the successful completion of the modernization project.
The process of constant monitoring and evaluation will guarantee persistent alignment and thus,
the successful results.

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Introduction

The European ClubHouse, the reputable non-profit organization situated in central London,
seeks to update its facilities to upgrade the member experience and operations. The ClubHouse
has been experiencing a falling number of members and discontentment on the side of both
members and employees. The newly appointed CEO embarked on a renovation exercise of the
bar and the restaurants, thus this report discusses the strategic HR issues to this project. The aim
of this report is to analyze the management and leadership theories and their relevance to
ClubHouse, assess the current HR practices, and put forward a leadership strategy that will align
with the organization’s mission and objectives.

Management and Leadership Theories

Considering the European ClubHouse's modernization initiative, management and leadership

theories are particularly useful because they can definitely contribute to strategic planning and
structure. As per Bakker, A.B., Hetland, Olsen and Espevik (2023), transformational leadership
calls attention to vision, inspiration, and change. Leaders stimulate employees to go beyond the
edges of their self-interest for the sake of the organization. This kind of leadership style is critical
for ClubHouse as it is undergoing tremendous transformation. A transformational leader can
develop a compelling vision of the renovation project, motivate the staff to propose new ideas,
and create an atmosphere of innovation and passion.

According to Purwanto et al. (2020), Transactional Leadership considers structure, supervision

and performance-based rewards and punishments. By following this method employees stick
with the prescribed procedures and measure up to the performance standards. The ClubHouse
may use transactional leadership to ensure that new policies and procedures are followed
properly and the set performance targets are achieved. Whereas, Wuryani et al. (2021) claimed
Situational Leadership is a management theory developed by Hersey and Blanchard that states
that the best leaders adapt their leadership style according to the level of maturity and
competence of their followers. This adaptable method is advantageous for the ClubHouse

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because of the complexity of renovation and reconfiguration process. Leaders can supply the
required type of direction and support suitable to each employee’s needs, thus creating the
smooth transitions and elevated productivity. Therefore, through considering and integrating the
theories, the ClubHouse can match its leadership approach with the strategic goals thereby
having a successful project and better organizational performance.

Impact of Organizational Strategies, Structures, and Culture on HR Management

The organizational strategies, structures and culture of the European ClubHouse greatly impacts
how it manages HR, and ultimately determines the employees’ performance, operational
efficiency and overall performance.

Organizational Strategies

European ClubHouse's strategy of offering good quality hospitality at attractive prices needs HR
practices which fortifies staff to be well-trained, motivated, and committed to service excellence
standards. Strategic HRM should be about people who carry this vision in and giving them the
right continuous development and maintaining the highest service standards. As per Marx
(2015), this connection is key for the modernization project to work because it determines the
quality of service after and during the renovations.

Organizational Structure

The top-down hierarchy of the ClubHouse, with unclear but fixed tasks, hinders innovation and
adaptability. Often, this results in a slow decision process and aversion to change that can put
efficiency in jeopardy in periods of significant transformation. HR management should be
focused on solving these issues by creating a more conducive and empowering atmosphere.
Improving workflow and removing administrative burdens lead to better efficiency and
adaptability which would help to implement successfully new systems and practices.

Organizational Culture

The long-rooted traditions and the culture of stability of the ClubHouse are the main problems.
Marx (2015) claimed if organizational does not promote employee involvement and innovation,
employees will have low morale and high turnover rate, especially among the young staff. HR

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management needs to exert efforts to redevelop this culture into one which appreciates
continuous improvement, engages employees and generates innovation. In European ClubHouse
this can be accomplished by means of projects that acknowledge creativity and allow free
discussion, as well as by involving employees in decision-making.

Consequently, HR management is heavily influenced by ClubHouse’s strategies, structures and

culture. By focusing on the above factors, the strategic human resource initiatives can be
implemented to improve employee satisfaction, operational efficiency, and the completion of the
ClubHouse’s modernization project.

Evaluation of Current HRM Practices

European ClubHouse applies its HRM practices in some imperative areas but there are some
points of improvement for employee satisfaction and productivity of the whole organization.

Strengths and Weakness

One of the highlights of the ClubHouse's HRM is the fact that many staff members have been
there for a long time and thus could be regarded as loyal and satisfied employees. These staff
members bring an element of stability which will form a strong base upon which newer practices
can be build. Experienced staff members can show new staff how things are done if there are any
modifications. Nonetheless, the current HRM practices contain notable shortcomings. The
dependence on old-fashioned systems like Excel sheets for bookings and manual process is
responsible for this inefficiency and inexcactitude. Furthermore, an absence of integrated
systems in different departments causes a disconnected operation, therefore, it becomes difficult
to handle the employee data and performance. Additionally, the ClubHouse’s hierarchical
structure and top-down decision-making system creates barriers that block employees’ creativity
and engagement. Staff are not supported to make decisions and suggest improvements hence
results in boredom and high turnover rate, especially among younger workers who are motivated
for growth. Performance evaluation is also lacking in this company because managers do not
often reserve time to meet one-on-one with employees to appreciate or evaluate their input.

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Opportunities

It is clear that a chance to replace outdated HRM practices with modern, comprehensive HR
systems that eliminate administrative inefficiencies and enhance data management is imminent.
Adopting training programs that specialize in technology, customer service and health and safety
can upgrade professional skills and quality of service. Moreover, nurturing an environment
conducive to communication and innovation can help raise the level of employee engagement
and retention (Chong, Ngolob and Palaoang, 2020).

In brief, the European ClubHouse has a membership of the staff that is loyal, but the current
HRM system of the organization is old and ineffective. Resolving these problems by means of a
smart HR system is an essential condition for the effective transformation of the ClubHouse.

Link between Leadership, Management, and HRM

Leadership, management and HRM integration is the underlying principle of the smooth
operation and strategic development of the European ClubHouse to the process aimed at
modernization.

Leadership and HRM

Leadership has a direct impact on HRM practices through establishing the direction and tone of
an organizational culture and employee engagement. Transformational leaders, including those
that focus on inspiring and motivating employees, play an important role in ensuring a positive
work environment and staff's readiness for changes (Pellegrini et al., 2020). This is particularly
significant since the ClubHouse is undergoing renovation and restructuring. Leaders who
consistently deliver a clear vision and show dedication in improving personnel development will
help to grow morale and loyalty. Efficient leadership in HRM not only involves giving directions
but also empowering subordinates, recognizing their contribution and creating opportunities for
career development too.

Management and HRM

Salas‐Vallina, Alegre and López‐Cabrales (2021) reported management is concerned with the
administration of policies and procedures that govern the organization’s efficiency. Meaningful
HRM procedures like standardizing recruitment, training, performance appraisal, and

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compensation systems are good management practices. For the European ClubHouse, efficient
management is needed as part of the overall modernization of the organization and introduction
of new technologies to speed up processes. In this area, managers are in charge of turning the
strategic goals into the actionable HR practices and they make sure that the staff are well trained,
the resources are used efficiently, and the performance metrics are met.

Merging Leadership, Management and HRM

The HR leaders and managers in HRM bridge the gap between the objectives of the ClubHouse
and its employees. The leaders in this context, are the ones who give the strategic direction and
the employees are the ones who are motivated by them. The managers, on the other hand, are the
ones who implement the HR policies and systems, whose purpose is to achieve these goals. To
explain, management can be the one who will do this by the introduction of HR systems that are
integrated, standardized training programs and performance reviews. Therefore, leadership,
management, and HRM are the vital part of the European ClubHouse's success. Leadership will
be the vision and the motivation, whereas management will be the one to ensure that the
operational efficiency is achieved. The two of them, working together, develop a strategic HR
framework that meets the organizational goals and, at the same time, generates a productive,
engaged workforce. This major technique of solving the problems of the modernization project
and of obtaining the long-term sustainability.

Analysis of Culture and Structure on Project Success and Staff Motivation

The culture and structure of the European ClubHouse can be the major driver for the success of
the modernization project and the motivation of the staff. Clubhouse is now a relic of the past
that does not stimulate innovation and worker input, which becomes a shield to the
modernization project by making the people to be against the change. The staff may not be
willing to accept new processes or technologies if they feel that their opinions and ideas are not
being taken into consideration. Moreover, Paais and Pattiruhu (2020) demonstrated that the non-
acknowledgment and the praise for the good performance, which is the main reason for the low
morale and the high turnover, especially among the young employees who are seeking the work
environment that is dynamic and supportive.

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The ClubHouse has a strict hierarchical structure that makes the authority lines very clear but at
the same time, it can also make the decision-making process to be slow and the operational
flexibility to be reduced. This structure might be the cause of the slow execution of the necessary
changes during the renovation. The lower level employees may think that they are not allowed to
take the initiative or to make the decisions without the approval of the upper management, which
results in the inefficiencies and delays. Besides, this system can limit the creativity and
innovation, which are the main elements for the modernization of the services and the
improvement of the member experiences.

For the modernization project to be a success, the ClubHouse has to create a culture that is more
collaborative and inclusive. The employees should be part of the decision-making process and
their opinions should be considered to increase the buy-in and to decrease the resistance to
change. The lowering of the hierarchical structure to make the management practices more agile
and responsive can improve the operational efficiency. By establishing a working environment
that encourages innovation and the achievement of goals, the ClubHouse can boost the
motivation of the staff, thus increasing the productivity and the quality of the service delivery,
which are the key to the success of the project.

Leadership Strategy Development, Monitoring, and Evaluation

To create a good leadership strategy for the European ClubHouse, it is necessary to make it in
line with the organization's mission, vision, values, and objectives. The strategy should start with
the clear definition of the leadership competencies that are in line with the culture of innovation,
collaboration, and excellence in service. Leaders should be trained and given the power to be the
embodiment of these values, thus they become the role models for the staff (Chiara, Diego and
Mara, 2023). As per Gadzali et al. (2023), monitoring the leadership strategy is the process of
setting specific, measurable goals and performance indicators that are related to the project
milestones and the employee engagement levels. Feedback mechanisms, like the 360-degree
reviews and the employee surveys, can give information about the leadership effectiveness and
the areas that need to be improved. Leaders should be judged based on their capacity to inspire,
motivate, and manage change, thus they are able to contribute to the project's success and create

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a positive work atmosphere. Moreover, Hayes and Anderson (2023) recommended the leadership
strategy should be evaluated regularly, with the periodic reviews to check the progress and the
outcomes against the set goals. The adjustments should be made according to the feedback and
the changing organizational needs. Through a dynamic and responsive leadership strategy, the
ClubHouse can guarantee the continuity of its mission and objectives, which will in turn lead to
the successful completion of projects and the improvement of the overall organizational
performance.

Conclusion

It has been concluded that the European ClubHouse needs to strategically align its HRM,
leadership and management practices to make the modernization project successful. Through the
creation of a culture of innovation, the improvement of communication, and the empowerment of
staff, the ClubHouse can increase the operational efficiency and the employee satisfaction. This
is the holistic approach that will push the organization towards its vision of high-quality,
affordable hospitality while maintaining its charitable mission.

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References
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Chong, L., Ngolob, R.A. and Palaoang, T.D., 2020. Human resource management (HRM)
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Gadzali, S.S., Gazalin, J., Sutrisno, S., Prasetya, Y.B. and Ausat, A.M.A., 2023. Human resource
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Purwanto, A., Bernarto, I., Asbari, M., Wijayanti, L.M. and Hyun, C.C., 2020. Effect of
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Salas‐Vallina, A., Alegre, J. and López‐Cabrales, Á., 2021. The challenge of increasing
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engaging leadership work together toward reaching this goal. Human Resource
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Wuryani, E., Rodlib, A., Sutarsib, S., Dewib, N. and Arifb, D., 2021. Analysis of decision
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 LEVEL 7 DIPLOMA IN ENTREPRENEURSHIP &
INNOVATION

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