Human Resources Management

Code:

2GESS06

Acronym:

GRH

Keywords
Classification	Keyword
OFICIAL	Management Studies

Instance: 2016/2017 - 2S

Active?	Yes
Responsible unit:	Management
Course/CS Responsible:	Master in Health Care Economics and Management

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
GESS	25	Bologna Syllabus since 2012	1	-	4	28	108

Teaching language

Portuguese

Objectives

Show the strategic nature of HRM intervention in organizational context.  - Demonstrate critical understanding of the behavior and performance of people in organizations and in the context of health by mobilizing some theoretical models.

Learning outcomes and competences

It is expected that students:

- Understand the strategic value of people managment in healthcare sector

- Be able to mobilize the various theories and practices of Human Resources Management to analyze and propose interventions in everyday situations real or fictitious.

- Exhibit research skills relevant to academic and organizational context

 

Working method

Presencial

Program

1. Human Resource Management

1.1. Definition and evolution of HRM

1.2. HRM models and the impact of internal and external  factors

1.3. HRM in the Healthcare sector


2. Strategic Human Resource Management 

2.1. HR Advantage: Human Capital advantage and Organizational Processes advantage

2.2. Performance management and performance appraisal

2.3. Change management, organizational culture and the role of HRM

2.4. Work-life balance


3. The performance of the professionals in the health context

3.1. Personal characteristics: personality, attitudes, emotional intelligence, motivation and psychological contract

3.2. The teamwork and main difficulties

Mandatory literature

Gomes, J., Cunha, M. P., Rego, A., Cunha, R. C., Cardoso, CC e Marques, C. A.; Manual de Gestão de Pessoas e do Capital Humano , Lisboa: Edições Sílabo., (2008)
Fottler, M.; Hernandez, S. R. and Joiner, C. ; Essentials of Human Resources Management in Health Services Management , Delmar Thomson., (1998)

Complementary Bibliography

Bratton , J. E Gold, J. ; (2007) Human Resource Management: Theory and Practice, 4th Edition,N.Y.: Palgrave Macmillan., 2007
Redman, T. e Wilkinson, A. (eds); Contemporary Human Resource Management: Text and Cases , Harlow, England: Prentice Hall., (2006)

Teaching methods and learning activities

Combination of active and expositive methodology. Exposiive lectures led by the lecturer or by the students and collective discussion classes based on the exploration of small exercises, specific cases, texts or simulations. Students must prepare themselves from recommended literature and other ndependently researched (preferably later validated by the teacher) to discuss the issues, and apply some of this knowledge in the analysis of real or fictitious cases (organizations and / or individuals in the context of work). In addition to the classes, the email will be a fundamental mean of communication
 

Research work

Each group (4 or 5 elements) should work on one of the proposed themes. The group should make a critical review of the articles available (attached document) and should apply to a real or fictitious case. More specifically, it is intended that the group expose the theoretical principles of one of the themes in question and discuss them in a real or fictitious case (organization or people in a work context). From the description of the actual case, the group is expected to stress the application of these principles and their relevance, indicating questions for reflection and discussion.

 
The output requested for each group is as follows:

- A powerpoint (or other) presentation in the class with a duration of 20m and 10m of debate. The powerpoint presentation should be sent via email to all members of the class and to the teacher, at least 24 hours before the presentation (see dates in the attached document).

 - A written report up to 15 pages (letter: 12 Times New Roman, spacing 1,5) following the rules of reference and citation of the American Psychological Association (APA) Handbook, available at http://www.spppj.com/uploads /guia_das_normas_da_apa_5_edicao.pdf. The written report must be submitted by the day of the final test.

 - Provide constructive criticism and comments on the papers presented by colleagues - for each paper the groups should elaborate a written critical appreciation (question, comment, doubt, evaluation). Each member of the group must contribute at least 1 question per job, which must be duly identified in the document delivered by the group. During the discussion in the class, each group should select one or two of the questions from their group and launch them as a discussion point after the presentation of the colleagues, thus contributing to the clarification of the problem. At the end of the presentation class, questions must be submitted in writing (they may choose a handwritten or printed document). The groups may be exempted from the preparation and delivery of these questions for the presentations occuring on the same day as the presentation of their own work.

Research topics

1. Performance evaluation - the art of giving feedback

2. Change management in the health sector

3. Emotional intelligence / emotional work in health

4. Involvement (background and consequences)

5. Difficulties of Teamwork in Health

6. The psychological contract in Health (filling, breaking and consequences)

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation	Weight (%)
Participação presencial	5,00
Teste	55,00
Trabalho escrito	40,00
Total:	100,00

Eligibility for exams

Team assignement (3-4 members) and Individual Test (Values less than 7.0 values lead to failure even if the final average is equal to 9.5)

Calculation formula of final grade

Class participation - 5%; Team assignement - 40%; IndividualTest - 55% or Class participation - 5%; Exam - 95%

Observations

Unauthorized copying and plagiarism are unacceptable and under Assessment Regulation, it will require communication to the Director of MSc Course for disciplinary procedures.