| Code: | LGE2332 | Acronym: | GRHUM |
| Teaching Area: | Management |
| Acronym | Study plan | Curriculum Years | ECTS | Contact hours | Total Hours |
|---|---|---|---|---|---|
| LGE | Aviso n.º 9752/2017, de 23 de agosto | 3º | 4 ECTS | 39 | 107 |
| Theoretical-Practical: | 30,00 |
| Other: | 9,00 |
| Theoretical-Practical: | 30,00 |
| Other: | 9,00 |
Teaching - Hours
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DESCRIPTIVE SUMMARY
Over the last decades, human resources management has taken on a key role at the level of strategy and business competitiveness. This Curricular Unit aims to provide students with a set of skills which allow them to act according to the best people management practices in any given organizational context. Thus, we proceed to characterize the relationships between the management role of human capital and other management roles, developing the concept of psychological contract in organizations, as a characterizing and energizing element of relationships and quality of life at work. Special emphasis is given to human resource management¿s role in business contexts. It is taken in consideration that markets¿ internationalization and the emergence of new technologies are examples of factors that enhance organizational change. Methods and techniques used to attract, retain and develop human resources in organizations are presented and discussed, namely analysis and job description, recruitment and selection, skills and potential development, performance management systems and career management.
OBJECTIVES AND EXPECTED LEARNING RESULTS
a) Understand the scope of HRM from a business-oriented strategic and operational perspective and its interactions with other management roles.
b) Understand the development of the performance-oriented psychological contract and its direct relationship to the nature of different human resource management practices.
c) Provide knowledge about the modus operandi of the HRM role.
d) Raise awareness on the importance of promoting good management practices aimed at enhancing people's involvement and adherence to change processes.
e) Provide knowledge and application of different people management techniques in organizations.
COMPETENCIES TO DEVELOP
The aim is to develop skills that enable:
a) To understand the organizational change drivers, and the purpose and evolution of the human resource management in the organization;
b) To understand the determination of alignment between the definition, the development of human resources management policies and practices and the organization strategy and its contribution to the business¿ development;
c) To understand the impact of economic, technological, demographic and institutional challenges on the human resources competences development;
d) To evaluate innovative models of human resources planning and management;
e) To characterize the human resources policy, its objectives and scope, identifying the elements that compose it, such as: recruitment and selection; reception and integration; training and skills development; performance management and evaluation; job analysis and description; potential and career management, and compensation management;
f) To identify and characterize the main dimensions of the following human resources management subsystems: recruitment and selection; reception and integration; training and skills development; performance management and evaluation; job analysis and description; potential and career management, and compensation management;
g) To understand and interpret the psychological contracts of employees in organizations;
h) To diagnose and intervene at the human resources management level in the context of small and medium enterprises;
i) To develop initiative, creativity, determination, self-learning, critical analysis and synthesis skills, openness to change and awareness of the quality and ethical implications of professional practice.
1. The fundamental role of HRM and the evolution of people management philosophies
2. The positioning of the HRM according to the company's strategy and the change processes and organizations development
3. HRM change throughout the company's life cycle
4. Framework and evolution of the HRM: from personnel management to human capital management
5. The development of psychological contract oriented to high performance performances.
6. Human resource management methods and techniques:
6.1. Job analysis, description and qualification
6.2. Recruitment, selection, reception and integration
6.3. Training management and skills development
6.4. Management and performance evaluation
6.5. Potential management and career development
6.6. Remuneration management: fixed, variable and benefits.
7. Human resources management in small and medium enterprises and their contribution to the management of organizational dysfunctions.
To understand the scope of HRM from a business-oriented strategic and operational perspective and its interactions with other management roles, as well as to understand the development of the performance-oriented psychological contract and its direct relationship to the nature of different human resources management practices, it is important to know: i) the fundamental roles of HRM and the evolution of people management philosophies; ii) the positioning of HRM according to the company's strategy and the processes of change and development of organizations; iii) HRM change throughout the company's life cycle; iv) the framework and evolution of Human Resources Management (HRM): from personnel management to human capital management, as well as v) the development of the psychological contract oriented to high performance performances.
To provide knowledge about the modus operandi of HRM, raise awareness on the importance of promoting good management practices aimed at enhancing people's involvement and adherence to change processes and provide knowledge and application of different people management techniques. In organizations, it is important to know the main methods and techniques of human resources management: i) job analysis, description and qualification, ii) recruitment, selection, reception and integration, iii) training management and skills development, iv) management and performance evaluation, v) potential management and career development, and vi) compensation management: fixed, variable and benefits. It is important to understand the performance of human resources management in small and medium enterprises and its contribution to the management of organizational dysfunctions.
| Cunha, M., Rego, A., Cunha, R., Cabral-Cardoso, C., Marques, C. e Gomes, J.;Manual de Gestão de Pessoas e do Capital Humano, Edições Sílabo, 2015 |
| Vala, J., Caetano, A.;Gestão de Recursos Humanos ¿ Contextos, Processos e Técnicas, Editora RH, 2007 |
| Bancaleiro, J. ;Scorecard de Capital Humano, Editora RH, 2006 |
| Ceitil, M. ;Manual de Gestão de Pessoas e do Capital Humano, Edições Sílabo, 2008 |
| Ceitil, M. ;Gestão e Desenvolvimento de Competências, Edições Sílabo, 2016 |
| Correia, R.;The Development of Psychological Contract Oriented to High Performances, Journal Psycho, 2010 (41 (2), pp. 266-277) |
| Cunha, M., Rego, A., Cunha, R., Cabral-Cardoso, C.;Manual de Comportamento Organizacional e Gestão, Editora RH, 2007 |
| Neves, J., Garrido, M., Simões, E.;Manual de Competências ¿ Pessoais, Interpessoais e Instrumentais, Edições Sílabo, 2008 |
| Peretti, J.;Recursos Humanos, Edições Sílabo, 1997 |
Students are encouraged to actively participate in classes and the (voluntary) process of continuous assessment by developing their critical capacity and skills for effective personal study.
Active methods will be privileged by using case studies, group work, homework and role-playing.
The subject¿s theoretical approach will be, whenever possible, through sharing different personal and professional experiences of students and the specialist teacher in the area of HRM, enhancing the students' approach to the labor market and the different management practices and HRM in an organizational context.
In order to enhance learning, audiovisual methods may also be used.
Avaliação apenas com exame final
| Description | Type | Time (hours) | Conclusion Date |
|---|---|---|---|
| Attendance (estimated) | Lessons | 30 | |
| Teste/Exame | 3 | ||
| Projectos | 9 | ||
| Projectos | 12 | ||
| Study | 53 | ||
| Total: | 107 |
- Individual written tests: 35% + 35%
- Attendance participation and take-home work (e-learning): 10%
- Group work (e-learning): 20%
According to the regulations:
1. The effective attendance of students in class will be recorded and, if the number of absences per student exceeds 30% of the total number of contact sessions for each course unit, will be automatically transferred to the final evaluation of the normal season.
2. In the written tests and the evaluation elements it is necessary to obtain a minimum grade of 7.5 (seven point five) values.
3. If the student misses or scores less than 7.5 points on the tests or assessment elements referred to in the previous paragraph, he/she will be automatically transferred to the final evaluation of the normal season.
4. If the student misses or achieves a grade lower than 7.5 points in the second written test (held on the same date as the final written test of the normal season), he/she may require registration for evaluation at the time of appeal.
5. All written academic work provided for in the assessment (reports, case studies, etc.) must be submitted to the Turnitin database, available on the ISAG E-Learning platform, with a similarity rate of up to 30% acceptable.
Individual written test: 100%
This course aims to promote the development of interpersonal and technical skills, so the use of case studies, role-playing, take-home and group work are the most appropriate for the development of these skills.