Human Resources Management

Code:

2GESS06

Acronym:

GRH

Keywords
Classification	Keyword
OFICIAL	Management Studies

Instance: 2021/2022 - 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	30	Bologna Syllabus since 2012	1	-	4	28	108

Teaching language

Portuguese

Objectives

(a) Make sense of the different theoretical perspectives and approaches to the management of the workforce and their contribution and implications to the individual well-being of the staff, the organisational efficiency, and the quality of care.

(b) Develop the skills and abilities to manage health professionals in a context of significant changes in work relations

(c) Apply the relevant concepts and theoretical frameworks to make sense of the behaviour of health professionals and other stakeholders of health organisations.

Learning outcomes and competences

(1) Interpret the concept of human resource management and compare the contributions, implications and limitations of the different models and perspectives on the management of people, and particularly in the context of healthcare organisations.

(2) Analyse the internal consistency of HR policies and practices and assess their effects on performance, professionals' well-being, and service quality. 

(3) Analyse the changes associated with the new work relations and their implications for human resource management and the professionals involved.

(4) Examine the teams' working conditions in a context of interprofessional relationships and role hybridisation.

Working method

Presencial

Program

1. Human resource management. Origins and meaning of the HRM concept. Soft and hard versions of the model. Work relations and psychological contract. Specific features and stakeholders of healthcare organisations.

2. Human resource management and performance. The “best practices” and “best fit” approaches. Inconsistencies and perceptions of justice. Managerialism and 'deprofessionalisation'. 

Mandatory literature

Gomes, J. F., Cunha, M. P. , Rego, A., Cunha, R. C. , Cabral-Cardoso, C. & Marques, C. A. ; Manual de gestão de pessoas e do capital humano (2ª edição revista e corrigida), Edições Sílabo, 2010
Niles, N.J. ; Basic Concepts of Health Care Human Resource Management (2nd edition), Jones & Bartlett Learning, 2019

Complementary Bibliography

Dubois, C.A., Mckee, M. & Nolte, E. (Eds.) ; Human resources for health in Europe. , Open University Press, 2006
Hewitt-Taylor, J. ; Understanding and Managing Change in Healthcare: A Step-by-Step Guide, Palgrave Macmillan., 2013
Boxall, P. F. and Purcell, J. ; Strategy and human resource management (4th edition), Palgrave, 2016

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. Assignment with field study.

Evaluation Type

Distributed evaluation with final exam

Assessment Components

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

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	62,00
Frequência das aulas	21,00
Trabalho de campo	5,00
Trabalho escrito	20,00
Total:	108,00

Eligibility for exams

Class attendance is compulsory according to UP regulations (missing classes should not excede 25 percent of the scheduled classes).

Calculation formula of final grade

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

Minimum grade in each element: 7.5/20.