Human Resources Mangement

Code:

2EAE10

Acronym:

GRH

Keywords
Classification	Keyword
OFICIAL	Management Studies

Instance: 2015/2016 - 2S

Active?	Yes
Responsible unit:	Management
Course/CS Responsible:	Master in Economics and Business Administration

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
EAE	55	Bologna Syllabus since 2012	1	-	4	28	108
		Syllabus - 2015	1	-	4	28	108

Teaching language

Portuguese

Objectives

(a)  Examine the contribution of an adequate management of people to individual well-being and organizational efficiency.

 

(b) Develop the skills and abilities to assess and discuss management problems with a significant human dimension by applying the relevant concepts and theoretical frameworks of HRM.

Learning outcomes and competences

(1) Interpret the concept of human resource management, and compare and assess the contributions, implications and limitations of the different models and perspectives on the management of people in organizations.

(2) Relate the human resource strategy and the firm’s competitive strategy and assess the consistency and the internal and external integration of the human resource management policies and practices.

(3) Identify the critical factors associated with the different human resource management operations and compare the contributions and limitations of the main instruments and techniques available.

Working method

Presencial

Program

1. Historical overview of employment relations and the management of people in organizations. The welfare, specialist and industrial relations traditions in the personnel function. The competitive paradigm and the concept of human resource management. Soft and hard versions of the model. The challenges of economic efficiency, social sustainability, and individual well-being to the management of people.

2. Human resource management and organizational performance. The complex relationship between human resource management and performance. The universalist (“best practices”) and contingencial (“best fit”) perspectives. Internal integration. High performance work systems. Segmentation and configurations. Flexibility and individualization. Outsourcing and labour market intermediaries.

3. Strategic human resource management and competitive strategies. External integration. Market-based and resource-based approaches.

 

4. Operational human resource management. Critical factors associated with recruitment, selection and performance appraisal. Limitations and contributions of the main instruments.

Mandatory literature

Cunha, M. P. , Rego, A., Cunha, R. C. , Cabral-Cardoso, C., Marques, C. A. & Gomes, J. F.; Manual de gestão de pessoas e do capital humano (2ª edição revista e corrigida), Edições Sílabo, 2010
Boxall, P. F. and Purcell, J. ; Strategy and human resource management (3rd edition), Palgrave Macmillan. , 2011
Paauwe, J., Guest, D.E. & Wright, P.M; HRM & performance: Achievements and challenges., John Wiley & Sons., 2013

Complementary Bibliography

Bratton, J. and Gold. J. ; Human resource management: theory and practice (5th edition). , Palgrave Macmillan, 2012

Teaching methods and learning activities

Presentation by the teacher of the key concepts, and the major approaches and traditions associated with the different topic areas. Examination and discussion of short-cases and exercises. The discussion should reflect the appropriate theoretical framework, as well as the personal and professional experience of the students.

Evaluation Type

Distributed evaluation with final exam

Assessment Components

Designation	Weight (%)
Exame	50,00
Trabalho escrito	50,00
Total:	100,00

Calculation formula of final grade

Final grade = written test (50%) + group assignment (50%)

Minimum grade in each component: 7.5