Human Resource Management
Instance: 2021/2022 - 1S
Cycles of Study/Courses
Teaching Staff - Responsibilities
Teaching - Hours
|Theoretical and practical :
(a) Develop an understanding of the different theoretical perspectives and approaches to the management of people and their contribution and implications to organisational performance and to individual performance and well-being.
(b) Relate the practices of human resource management to the competitive strategy of the business.
(c) Develop the skills and abilities to analyse management problems in a context of significant changes in work relations and new emerging concepts and theoretical frameworks of human resource management.
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 to organisational output and to individual performance and well-being.
(2) Relate the management of people with the competitive strategy of the business and assess the internal and external consistency of human resource management policies and practices.
(3) Examine the changes associated with new work relations and technological developments, and the challenges of emerging concepts and theoretical frameworks to management practices and to the workers involved.
(4) Identify the critical factors associated with the different human resource management operations and compare the contributions and limitations of the main instruments and techniques available.
(1) Work relations and the management of the workforce. Origins and meaning of HRM. Soft and hard versions of the model.
(2) Human resource management and performance. The universalist (“best practices”) and contingent (“best fit”) approaches. Inconsistencies and perceptions of justice
(3) Human resource management, individual well-being, and performance. The "mutual gains" and the "conflicting outcomes" perspectives. Dimensions of well-being. Intensification of work.
(4) HR systems. Control, high-involvement, high- performance, and internal market systems. Segmentation models.(5) Human resource management and competitive strategy. Behaviours and HR policies and practices consistent with the competitive strategy of the business. Recruitment and retention. Training. Performance management and appraisal.
(6) Sustainability. Socially responsible HRM. Sustainable HRM. Green HRM.
(7) The changing world of work. Direct employment and flexibility. Non-standard work arrangements. Precarious work. Outsourcing. Labour market intermediaries. Self-employment. Digital platforms. Impact of new work relations on work-life relations.
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), 2010
Storey, J., Wright, P.M., and Ulrich, D. ; Strategic human resource management: A research overview, Routledge., 2019
Boxall, P. F. and Purcell, J.; Strategy and human resource management (4th edition), Palgrave Macmillan., 2016
Paauwe, J., Guest, D.E. & Wright, P.M; HRM & performance: Achievements and challenges, John Wiley & Sons, 2013
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.
Distributed evaluation with final exam
Amount of time allocated to each course unit
|Frequência das aulas
|Trabalho de campo
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.