Teaching Methodologies
The course will be taught in theoretical-practical classes, where the theoretical presentations (expository method) will always be
accompanied by the illustration and resolution of cases and practical exercises, questions and real-life examples of the application of the
concepts, principles and other precepts of human resource management. In this way, expository-participative teaching and learning
methodologies will foster the relationship between teachers and students, encouraging the latter to participate in the discussion and
identification of cases and examples illustrating the theoretical content (participative method). In addition, to make the lectures more
appealing, a variety of audiovisual media will be used and students will be encouraged, individually or in groups, to carry out small pieces of
research / consolidate knowledge during classes and/or outside of them (active method). In summary, the teaching methodologies (TM)
used are:
TM1. Lectures – to present the concepts;
TM2. Participative – discussion of cases and examples;
TM3. Active – Cases to be solved by the students (Problem-based learning);
TM4. Self-study – Preparation of individual assessment.
Learning Results
This Curricular Unit (CU) aims to provide a global perspective on the concepts and practices of HRM, as well as its importance in the
management of organizations. The aim is to develop useful skills for carrying out responsibilities related to HRM.
The learning objectives are:
LO1) Understand the main concepts and definitions in human resource management;
LO2) To understand the impact of human resource management on organizational effectiveness;
LO3) Provide a historical perspective on the evolution of HRM and the impact on current HRM practice;
LO4) Understand the alignment of human resource management with organizational strategy;
LO5) Know the fundamental processes and practices of HRM;
LO6) Provide a comprehensive perspective on the influence of the cultural dimension on human resource management;
LO7) Identify and analyze emerging challenges in human resource management, including digitalization, new technologies and working
practices.
Program
Human resource management in organizations
1.1 Concepts and definitions of HR
1.2 The importance of human resources management
2. Historical evolution of human resource management
2.1 Overview of the main changes in HRM over time
2.2 From personnel administration to strategic HR management
3. Strategic human resources management
3.1. Aligning HRM with organizational strategy
3.2 HRM as a strategic partner of the organization
4. Human resources management processes and practices
4.1 Overview of the fundamental functions of HRM
5. The cultural dimension of human resource management
5.1 Global demographic trends, diversity and inclusion in the global context
5.2 New generations and new working models
6. Human resource management and the future
6.1 Digitalization and HRM technologies
6.2 The use of HR information systems and the impact of artificial intelligence and big data on HRM.
Internship(s)
NAO
Bibliography
Armstrong, M., & Taylor, S. (2020). Armstrong’s Handbook of Human Resource Management Practice (15th ed.). Kogan Page.
Bratton, J., & Gold, J. (2017). Human Resource Management: Theory and Practice (6th ed.). Palgrave Macmillan.
Brewster, C., Mayrhofer, W., & Farndale, E. (Eds.). (2022). Handbook of Research on Comparative Human Resource Management (2nd
ed.). Edward Elgar Publishing.
Camara, P. B., Guerra, P. B., & Rodrigues, J. V. (2016). Humanator XXI: Recursos humanos e sucesso empresarial (7.ª ed.). Publicações
Dom Quixote.
Camara, P. B. (2016). Os sistemas de recompensas e a gestão estratégica de recursos humanos (4ª edição). Publicações Dom Quixote.
Martinho, A. L., Neves, J. G., & Moura, P. (2017). Gestão e desenvolvimento de recursos humanos: Práticas emergentes. Vida Económica.
Silva, V. P. G. (2018). Dicionário de gestão de recursos humanos. Edições Sílabo.
Stone, R. J. (2020). Human Resource Management (10th ed.). Wiley.