Human Resources Management

Code:

2GESS06

Acronym:

GRH

Keywords
Classification	Keyword
OFICIAL	Management Studies

Instance: 2025/2026 - 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	28	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 people and their contribution and implications to individual performance and well-being and organisational outputs, in the specific context of the health sector.

(b) Develop 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) Make sense of the concept(s) 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, service quality and the professionals' well-being. 

(3) Identify the changes associated with the new work relations and examine 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

Pre-requirements (prior knowledge) and co-requirements (common knowledge)

n/a

Program

1. Work relations and human resource management. The 'human resource management' model: origins and meaning. Soft and hard versions of the model. Work relations and psychological contract. Specific features of healthcare organisations.

2. Human resource management and performance. HRM as a process. Performance indicators in health organisations. The “best practices” and “best fit” perspectives. Inconsistencies and perceptions of justice. 

Mandatory literature

Rego, A., Cunha, M.P. , Gomes, J.F. Cunha, R.C. , Cabral-Cardoso, C. & Marques, C.A; Manual de gestão de pessoas e do capital humano (3ª edição), Edições Sílabo., 2015
Niles, N.J. ; Basic Concepts of Health Care Human Resource Management (2nd edition), Jones & Bartlett Learning, 2019
McConnel, C.R. ; Human resource management in health care: Principles and Practice (3rd edition). , Jones & Bartlett Learning , 2019

Complementary Bibliography

Hewitt-Taylor, J. ; Understanding and Managing Change in Healthcare: A Step-by-Step Guide, Palgrave Macmillan., 2013
Boxall, P.F. & Purcell, J. ; Strategy and human resource management (5th edition), Bloomsbury Publishing, 2022

Comments from the literature

These are general sources. Additional sources and specific sources in the healthcare sector are indicated as 'further reading' in each chapter.

Teaching methods and learning activities

Presentation by the teacher of the key concepts and major approaches and traditions associated with the different topic areas. Examination and discussion of short-cases and exercises reflecting the individual and professional experience of the students. 

Evaluation Type

Evaluation with final exam

Assessment Components

Designation	Weight (%)
Exame	100,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	75,00
Frequência das aulas	25,00
Total:	100,00

Eligibility for exams

n/a

Calculation formula of final grade

Final grade = written exam (100%)

Examinations or Special Assignments

n/a

Internship work/project

n/a

Special assessment (TE, DA, ...)

n/a

Classification improvement

The grade can be improved in the 'reassessment examination period'.

Observations

n/a