Human Resource Management in the Public Sector

not applicable.

The teaching of the curricular unit, has an eminently theoretical-practical character. Alongside the expository methodology, it will focus on active methodologies of text analysis, demonstration/analysis of real cases and simulation, using the respective practical instruments.

Learning Objectives

By the end of this course unit, students should be able to:

OA1. Understand the principles, concepts, and specificities of Human Resource Management in the Public Sector, recognizing its relevance to performance, modernization, and the creation of public value in Public Administration organizations.

OA2. Identify the main models, policies, and instruments of Human Resource Management applicable to the public sector, framing them within their respective legal, organizational, and institutional context.

OA3. Explain the fundamental processes of Human Resource Management in the Public Sector, namely human resource planning, recruitment and selection, onboarding and integration, performance evaluation, training and development, career management, and remuneration.

OA4. Critically analyze the contemporary challenges of Human Resource Management in Public Administration, specifically digital transformation, sustainability, diversity and inclusion, the aging workforce, and the attraction and retention of talent.

OA5. Apply concepts, methodologies, and tools of Human Resource Management to the analysis and resolution of problems and decision-making in organizational contexts of the public sector.

OA6. Recognize the importance of ethics, transparency, good governance, and the appreciation of workers for improving organizational performance, the quality of public services, and the creation of public value.

Developed Competencies:

CD1. Critical Thinking Critically analyze models, policies, and practices of Human Resource Management in the Public Sector, basing opinions and judgments on scientific evidence, legal framework, and principles of good governance.

CD2. Problem Solving Identify problems related to human resource management in public organizations and propose appropriate solutions, considering organizational objectives, legal constraints, and the needs of workers.

CD3. Analysis and Decision-Making Interpret relevant information and use methodologies and tools of Human Resource Management to support decision-making in organizational contexts of the public sector.

CD4. Communication Communicate, clearly, rigorously, and with sound reasoning, concepts, analyses, and proposals related to Human Resource Management, using appropriate technical language, both orally and in writing.

CD5. Teamwork Collaborate effectively in multidisciplinary teams, contributing to the discussion, analysis, and resolution of problems associated with people management in public organizations.

CD6. Autonomy and lifelong learning Develop the capacity for autonomous learning, continuous updating of knowledge, and adaptation to legislative, organizational, and technological changes that affect Human Resource Management in the Public Sector.

CD7. Innovation and organizational improvement Recognize opportunities for innovation and continuous improvement in Human Resource Management, contributing to administrative modernization, organizational efficiency, and the creation of public value.

P1. Relevance, evolution and organizational framework of HRM

1.1. Introduction: The relevance of the human factor in organizations.

1.2. The evolution of the HRM function, anchored in organizational theories.

1.3. The New Public Management and the reform of the Portuguese public administration.

1.4. Contextualization of human resources management in the public sector.

1.5. Human resource management subsystems: The main functions, activities and objectives.

1.6. Strategic human resource management and the Harvard and Michigan approaches.

1.7. Competence management and job discriptions in public administration.

P2. Recruitment, Selection and Integration

2.1. Types and sources of recruitment: BEP and CRESAP procedures.

2.2. Employer branding practices in the private sector.

2.3. Types and methodologies of job Interviews: traditional Vs behavioral and situational.

2.4. General characterization of job selection tests.

2.5. Final interviews and decision.

2.6. Onboarding new employees processes.

P3. Performance Appraisal and Performance Management

3.1. The evolution of the evaluation concept and objectives: From appraisal to performance management.

3.2. Traditional appraisal methods Vs current trends.

3.3. SIADAP: Evaluation process and cycle.

3.4. Indicators and targets formulation.

3.5. Process implementation phases and evaluation cycle.

3.6. Job Interviews participation and conduction .

3.7. The personal development plan as an output of the process.

P4. Training, Skills and Career Development

4.1. Professional training methods and typologies.

4.2. From the diagnosis of training needs to the validation and evaluation of impacts.

4.3. Empowerment and coaching of people and teams.

4.4. Career management plans in the portuguese public administration.

4.5. Mobility and transfer of public interest.

Continuous assessment: MA1.Two tests - 60%; MA2.Accomplishment of academic works throughout the semester - 40% (Students obtain approval, when the weighted average of this assessment, results in a classification equal to or greater than 9.5 values, on a scale of 0 to 20; in addition, students must have, at least, 8 values in each of the tests);

Final Assessment: Examination in the respective periods (Students with a final classification greater than or equal to 9.5 will be approved). In the Regular Season Exam, students can choose the following evaluation moments: Normal Season Exam - 70%; Accomplishment of academic works throughout the semester - 30%

Use of Artificial Intelligence: The use of Artificial Intelligence tools is permitted to support research, information organization, and writing review, and its use must be properly identified by students. The use of AI does not exempt students from intellectual authorship or responsibility for the content presented.

In the event of well-founded suspicion of fraud detected during the grading phase of the assessment, at any assessment period, the student will be summoned to take an oral exam to verify the knowledge and skills demonstrated. If the student fails to prove that they possess the knowledge and skills demonstrated in the written exam, the exam will be annulled.

NAO