Human Resources Management and Leadership

Code:

2GEC04

Acronym:

GRHL

Keywords
Classification	Keyword
OFICIAL	Management Studies

Instance: 2017/2018 - 1S

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

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
GCOM	49	Official Bologna Syllabus	1	-	7,5	56	202,5

Teaching language

Portuguese

Objectives

- Discuss critically the strategic and operational dimensions of HRM, as well as the added value of the HR function in the commercial context.
- Understand the nature of the leadership role according to different theoretical models
- Illustrate the concepts under review of case studies

Learning outcomes and competences

- Demonstrate critical understanding, through the use of several theoretical models, regarding the impact of HRM in the behavior and performance of employees in the commercial context and regarding leadership role. 
- Show analytical skills

Working method

Presencial

Program

1. Human Resource Management
1.1. The nature of HRM
1.2. HRM in a changing context
1.3. The paradoxical nature of HRM

2. Strategic HRM and organizational performance
2.1. Strategic HRM
2.2. Performance management and rewards
2.3. HRM change and organizational culture

3. The performance of professionals in the commercial context
3.1. Motivation and rewards 
3.2. Personnel atraction 
3.3. Role stress and conflct.

4. Leadership and development of HR
4.1. Different perspectives on leadership;
4.2. Leadership in teams;
4.3. Transformational and authentic leadership

 

 

Mandatory literature

JJohnston, Mark W.; Ford, Neil M.; Walker, Orville C.; Marshall, Greg W.; Churchill, Gilbert A.; Sales Force Management. , 8th Edition . McGraw-Hill International Edition., 2006
Gomes, J., Cunha, M. P., Rego, A., Cunha, R. C., Cardoso, CC & Marques, C. A.; Manual de Gestão de Pessoas e do Capital Humano. , Lisboa: Edições Sílabo., 2008
Northouse, Peter G.; Leadership, Theory and Practice. , 5th edition. Sage Publications., (2010)
Rees, G. e Smith, P; Strategic Human Resource Management, an international perspective. , Sage, London., 2014. ISBN: 978-1-4462-5585-8

Complementary Bibliography

Beardwell, Ian e Holden, Len ; Human Resource Management – A Contemporary Perspective. , Fourth Edition London: Prentice Hall., 2006
Buchanan, D & Huczynski, A; Organizational Behaviour. , Fourth Edition, Financial Times: Prentice Hall, 2001
Ceitil, M. ; Gestão e Desenvolvimento de Competências. , Lisboa: Edições Sílabo, 2006
Jobber, D. e Lancaster, G. ; Seling and Sales Management, Sixth Edition. , England: Financial Times: Prentice Hall., 2003
Neely, A. (2002); Avaliação de Desempenho nas Empresas. Porquê, o Quê e Como?... , Caminho. Biblioteca de Economia e Gestão
Sítima, L. ; Organizações em Mudança. Tudo se perde quando nada se transforma. , Edições Sílabo., 2005
Redman, T. e Wilkinson, A. (eds) ; Contemporary Human Resource Management: Text and Cases., Harlow, England: Prentice Hall., 2006
Goffee & G. Jones; Why should anyone be led by you?, Harvard Business School Press, 2006
Kellerman, B. ; Bad Leadership: What it is, how it happens, why it matters , Boston: Harvard Business School Press, (2004)
Jesuíno, J.C.; Processos de liderança , 4ª Edição. Lisboa: Livros Horizonte, (2005)

Comments from the literature

Other articles will be delivered in a timely manner

Teaching methods and learning activities

 rewardsCombination of the expositive method and the active method. Classes based on exposition through dialogue, critical analysis of texts, discussion of case studies in order to connect the conceptual and theoretical analysis to concrete situations.
Outside of the teaching sessions students should read and prepare for discussion the recommended bibliography and cases that will be available in time.
In addition to lectures, e-mail is a vital means of communication.

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation	Weight (%)
Participação presencial	5,00
Teste	50,00
Trabalho de campo	20,00
Trabalho escrito	25,00
Total:	100,00

Eligibility for exams

Participation and attendance at sessions are important components for the eligibility for test. This participation is reflected in the active involvement of students during the sessions, and in the advance preparation and discussion of cases in class.
Cases will be available in advance and should be prepared individually and / or in groups according to the instructions, and should be orally presented and a writtten report should be delivered. 
The final test is individual

Calculation formula of final grade

Attendance, Participation and Preparation of cases -5% 

HRM Case study - 20%
One group assignement (3-4 elements):
- HRM and Organizational Performance
- Morgan Stanley - the process of performance appraisal
- Worldwide Equipment - a dilemma in sales force management
- Biomed & Co - Compensation Plan for Sales
- Four Seasons in France - organizational culture

Group Assignment about Leadership - 25%
"My ideal leadership"

Individual test (minimum score of 7,0 points) 50%

Students who, due to a very important reason, cannot perform the distributed evaluation, will be able to do the exam at the resource term.

Classification improvement

Warning: Improving classification in resource term will only change the individual test score.

Observations

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