Human Resources Mangement
| Keywords |
| Classification |
Keyword |
| OFICIAL |
Management Studies |
Instance: 2019/2020 - 2S 
Cycles of Study/Courses
| Acronym |
No. of Students |
Study Plan |
Curricular Years |
Credits UCN |
Credits ECTS |
Contact hours |
Total Time |
| EAE |
60 |
Syllabus - 2015 |
1 |
- |
4 |
28 |
108 |
Teaching language
Portuguese
Objectives
(a) Gain an understanding of the different theoretical perspectives and approaches to the management of people and their contribution and implications to the staff individual well-being and the organisational efficiency.
(b) Develop the skills and abilities to analyse management problems in a context of significant changes in work relations by applying the relevant concepts and theoretical frameworks of HRM.Learning outcomes and competences
(1) Interpret 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 in organisations.
(2) Analyse the changes associated with the new work relations and their implications for human resource management.
(3) Examine the critical factors associated with the different human resource management operations and compare the contributions and limitations of the main instruments and techniques available.
Working method
Presencial
Program
(1) The concept of human resource management.
Brief historical overview of work relations and the management of the workforce. The welfare, specialist and industrial relations traditions in the personnel function. The organisation as open system, the competitive paradigm and the concept of human resource management. Soft and hard versions of the model.(2) Work relations and performance. The complex relationship between human resource management and performance. The universalist (“best practices”) and “best fit” perspectives. Segmentation and configurations. Flexibility and individualisation of the work relatiuon. Outsourcing and labour market intermediaries. Precarious employment: features and implications. The outputs of human resource management. The tension between the "mutual gains" and the "conflicting outcomes" perspectives. (3) Strategic human resource management
Human resource management and competitive strategy. External integration. Market-based and resource-based approaches.
4. Operational human resource management.
Critical factors associated with planning, recruitment, selection, and performance appraisal. Limitations and contributions of the main instruments.
Mandatory literature
Cunha, M. P. , Rego, A., Cunha, R. C. , Cabral-Cardoso, C., Marques, C. A. & Gomes, J. F.; Manual de gestão de pessoas e do capital humano (2ª edição revista e corrigida), Edições Sílabo, 2010
Paauwe, J., Guest, D.E. & Wright, P.M; HRM & performance: Achievements and challenges, John Wiley & Sons, 2013
Boxall, P. F. and Purcell, J.; Strategy and human resource management (4th edition), Palgrave Macmillan., 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. Short empirical 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 |
60,00 |
| Frequência das aulas |
21,00 |
| Trabalho de campo |
7,00 |
| 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.