Performance and Competence Management

The course will be taught in theoretical-practical classes, in which 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 Performance and Skills Management. In this way, expository-participatory 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 (participatory 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 / consolidation of knowledge during classes and/or outside of them (active method). In summary, the teaching methodologies (TM)
used are:
TM1. Lectures – Concepts
TM2. Participative – Discussion of cases and examples;
TM3. Active – Cases solved by the students;
TM4. Self-study – Preparation of individual assessment.

In this curricular unit, which covers the understanding, apprehension and application of Performance and Competence Management in
organizations, the learning objectives (LO) are:
LO1) Understand the new challenges of human resource management in the development and management of competencies and
performance in dynamic organizational environments.
LO2) Diagnose, evaluate and propose development plans for individual and collective competencies.
LO3) Understand the role of training in the acquisition and development of new skills to optimize organizational performance.
LO4) Identify and characterize performance evaluation methods and techniques, adapting them to the organizational context and
objectives.
LO5) Evaluate the performance appraisal process, proposing improvements based on good practices and emerging trends.
LO6) Understand the link between performance management and organizational strategy.

Competencies and their relevance in today’s workplace
1.1. Types of skills
2. Competency and knowledge management
3. Diagnostic and intervention models
3.1. Practical examples of methodologies
4. Performance appraisal framework
4.1. HRM policies and systems
5. Performance appraisal objectives
5.1. Impact on motivation, progression, and retention
6. Performance appraisal instruments
6.1. Tools and methods
7. Psychometric principles
7.1. Validity, reliability, and equity of appraisal instruments
8. Sources of appraisal
9. Communication in performance appraisal
9.1. Feedback management and assertive communication
10. Performance appraisal training
10.1. Training managers and employees for effective appraisals and post-appraisal skills development
11. Trends and best practices in performance and competency management

NAO