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People Management

Code: 2GE05     Acronym: PM

Keywords
Classification Keyword
OFICIAL Management Studies

Instance: 2017/2018 - 1S

Active? Yes
Responsible unit: Management
Course/CS Responsible: Master in Management

Cycles of Study/Courses

Acronym No. of Students Study Plan Curricular Years Credits UCN Credits ECTS Contact hours Total Time
MIM 66 Bologna Official Syllabus 1 - 7,5 56 202,5

Teaching language

English

Objectives

In searching for the human in HRM/PM, I leave you with a list of questions, dilemmas, attempted solutions and a few ideals. They express my own attempts to manage the complexity of our lives grounded on existing academic and practical knowledge. By starting this journey together I hope our lifes become more intelligible and future challenges more exciting.
Always aiming for wisdom.
Luisa Pinto


All companies compete in a global environment: either through a new site in internet, or through global customers and/or suppliers. Today, it is impossible to neglect global challenges affecting people management. In this context this People Management (PM) course is based on the following premises:


  • Despite the importance of being aware of the cultural and individual differences all shaping individual and organizational decision making and actions, what is common among human beings is stronger than what is different. This course is grounded on some universal human tendencies that influence people management.

  • There is not a single best 'formula' to solve human dilemmas and people challenges, neither domestically nor internationally. Best people management decisions are often the ones which simultaneously enhance organizations economic efficiency and are ethical and socially responsible. This course emphasizes a multiple stakeholders’ view in the management of people


After completing this course, participants are expected to have changed their preconceived views about people and gained a general understanding of the unique contribution of PM to the success of organizations and societies. A key personal aim for this course is to show that scientific knowledge is more than just ‘stuff’ as ‘evidence-based HRM’ can inoculate managers against malpractices and guide them through the management of people-related activities.

Learning outcomes and competences


After completing this course, students will:



  1. Understand people through the viewpoint of social psychology scientific knowledge

  2. Understand how work and people related-activities have been managed through different historic periods;

  3. Understand the antecedents, scope and challenges of PM as a central management role;

  4. Understand how organizational strategy influences PM (and inversely) and discuss how PM policies and practices are aligned (or not) with organizational strategies;

  5. Know the key PM processes aimed to attract, develop and retain human talent;

  6. Be able to understand and discuss the scope, dilemmas and limits of PM processes


Working method

Presencial

Program

UNIT I - Me, You & Us… What do we know about people having impact on PM?

Unit II - Multiple viewpoints on People Management (PM)

Unit III - Staffing: attract and select talent

Unit IV - Development of human talent

Unit V - Retention of human talent


Mandatory literature

Pfeffer, J., & Sutton, R. I. (2006). ; Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management., Harvard Business Press., 2006
Craig J. Russell; Evidence-Based Human Resource Management, University Readers, 2012

Comments from the literature

A full list of readings and case studies for preparation will be provided in the first lecture. Aditionally, specific articles for each unit will be provided.

Teaching methods and learning activities

Lectures, case studies, group exercises, presentations by the students.

Student's engagement is a necessary condition for an effective learning experience, and includes contributions to debate and discussion, positive interactive learning with others, and an enthusiastic attitude towards inquiry. Everyone is expected to be a positive contributor. A list of cases for advance reading and the “preparation questions” will be provided in the first lecture. 

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation Weight (%)
Teste 60,00
Trabalho de campo 40,00
Total: 100,00

Amount of time allocated to each course unit

Designation Time (hours)
Estudo autónomo 35,00
Frequência das aulas 35,00
Trabalho de campo 30,00
Total: 100,00

Eligibility for exams

Class attendance is required. A student cannot miss more than 25% of the classes.

Calculation formula of final grade

This course does not provide the option of a final exam. Students final marks will result from the weighted average of the marks assigned to the following factors:

  • Three individual tests: 60% (20% each)
  • Group/team assignment: 40%

 

Grades are from 0 to 20. Requires a minimum of 10 points to pass and a minimum grade in each test/work assignment of 6 points

 

Examinations or Special Assignments


  • Test 1 will be on units I, 

  • Test 2 will be on units II and III of the syllabus.

  • Test 3 will be on units IV and V of the syllabus.



There is a minimum mark of 6/20 in all assignments/tests. A lower mark implies failing the course, regardless of the average final mark.

Group assignment (3-4 students per group) consists of a real case study description. Full instructions will be provided in the first class.




Classification improvement

By exam/appeal exam
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