Human Resources Management

Code:

LGE403

Acronym:

GRH

Keywords
Classification	Keyword
OFICIAL	Business Sciences

Instance: 2006/2007 - 1S

Active?	Yes
Responsible unit:	Department of Management
Course/CS Responsible:	Business Administration

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
GES	167	Official Curricular Structure since 2004	4	2		-

Objectives

There are three main objectives of this course
First, this course is designed to familiarise students with the major perspectives, concepts and practices in people management, considering their historical, economical and social context.
Second, the course asks for the application of previously learnt concepts into finding solutions for human resources problems raised during this semester.
Finally, the course is designed to develop students' technical skills and their awareness of tools used in the main human resources management intervention areas. That is, the course requires students to present ideas, projects or reports (mastery presentation technologies and writing up documents) and to behave properly in interview situations (mastery of selection and performance appraisal interviews, as well as other diagnostic techniques).

Program

1.Managing People and Human Resource Management (HRM)
-The nature and the historical evolution of the function and the conceptual domain
-HRM and organisational strategy
-Rhetoric and reality in HRM

2.Human Resource Planning and Job Design
-Job Design (Ergonomic perspective/ motivational perspective)
- New job/organizational formats: Self-manaded work teams

3. Attracting People
-HR Planning and career management
-Recruitment and selection processes
-Integration and incorporating of newly-admitted staff
-Disentailing

4.Developing People and Organisations
-Learning: behaviour and cognitivistic approach
-Organisational learning and knowledge
-Training and development: conceptions, protagonists, idealisation of techniques and procedures, implantation and assessment of training projects.

5.Retaining and maintaining people
-Instruments and procedures for performance management
-Remuneration and incentive systems: from job-centred to performance centred
-Productivity and motivational management

6. Current issues in HRM
- Emotion at work
- Downsizing and HRM
- Knowledge Management
- International HRM

Main Bibliography

Beardwell, Ian e Holden, Len (2004) Human Resource Management – A Contemporary Perspective. Fourth Edition London: Prentice Hall.
Redman, T. e A. Wilkinson, (2006). Contemporary Human Resource Management: Text and Cases, Harlow, England: Prentice Hall.
Caetano, António e Vala, Jorge (orgs) (2002) Gestão de Recursos Humanos. Contextos, processos e técnicas, Lisboa: Ed. RH.
Marques, C.A. e Miguel Pina Cunha (1996). Comportamento Organizacional e Gestão de Empresas, Lisboa: Publicações Dom Quixote.

Complementary Bibliography

Boxall, P. e John Purcell (2003), Strategy and Human Resource Management, NY: Palgrave, Capítulos 1, 2, 3
Cruz, Jorge V.P. (1998), Formação Profissional em Portugal. Edições Sílabo. Lisboa.
Legge, Karen (1995). Human Resources Management, Rhetorics and Realities. London: McMillan Press.
Peterson, Tim (1990), Human Resource Management, readings and cases. Houghton Mifflin. Boston.
Proença, Teresa (2003) “Selecção das pessoas na organização: Bom senso ou fundamento científico”, Texto não publicado.
Proença, Teresa (2003), "História e domínio conceptual da gestão das pessoas". Texto não publicado.
Sisson, Keith (1994), Personnel Management, a comprehensive guide to theory & practice in Britain. 2nd Edition. Blackwell. Oxford.
Towers, B. (1998), The Handbook of Human Resource Management. Second Edition. Blackwell Publishers: Oxford.
Winstanley D. e Woodall J. (2002) Ethical Issues in Contemporary Human resource Management. Palgrave Macmillan. England

Teaching methods and learning activities

There are two weekly theoretical-practical classes, using conceptual exposition mixed with small exercises and cases.
The students are expected to participate in class in cases discussion and resolution, based on a workgroup format. The group will do a report with the main ideas and prepare a presentation for the class. They must also be prepared to answer the questions from their course lecturer and their fellow students.
There is also a group field or theoretical assignment (3 to 5 students), designed for students to develop ties with organisations and to understand their way of working with people. Simultaneously students are expected to examine literature and develop their analytical and critical skills concerning the role of human resources management, its policy and practices within the chosen organization.
The evaluation of the field and theoretical assignment is based on the written report and the class presentation

Evaluation Type