Human Ressources Management

1. Continuous assessment is done in two ways, complementary and not substitutes, namely:

1.1. Group work (3 masters), which will consist of the completion and presentation of a 15-page written work (paper copies, and sent by e-mail), and presentation in the classroom (15 minutes) on a topic that will be distributed in due course by each of the groups. To allow discussion in the class and so that other students have access to the work, it must be delivered 3 days in advance of the presentation.

 The constitution of groups of 3 students and the definition of the date of delivery of the work will be done in the first classes of the quarter, when presented with a weighting of 60%.

1.2. A written exam lasting 2:00 h., where consultation with 40% weighting will not be allowed.

2. Final written exam lasting 2:00 h., where consultation will not be allowed if you do not participate in 1, with a weighting of 100%.

The final grade of the course will be obtained through the following weighting:  Group work and classroom presentation: 60% and Exam: 40%

E Final written exam: 100% (If you do not participate in point 1.)

The purpose of this course is to prepare students to deal with the increasingly important task of managing people. To this extent, the targeted syllabus intends in general terms:

1- Analyze the most recent developments in critical areas of Human Resource Management (HRM) and deepen the interrelationships between these areas and the general management of Public Sector organizations.

2- Provide a practical and up-to-date vision of the management of Human Resources, as well as draw a picture of the challenges and opportunities that are presented to those responsible for HRM, as active elements in the preparation, implementation and control of strategic actions.

3- Provide students with the greatest possible amount of information sources, specialized documentation, knowledge and technical and instrumental bases to support decision-making, enabling them to act immediately within a company;

4-Address the various aspects on which problems in Human Resources in the Public Service can be addressed, namely SIADAP (Evaluation Public System), as well as providing a set of solutions for them, namely through practice and learning models. Also, presentation for simulation of SIADAP models.

Chapter I – The development of the Human Resources function
1.1 – Human Resources as a business function: organizations and people
1.2 Implications and contributions of some management theories
1.2.1 The classical theories of organizations
1.2.2 Humanist approaches
1.2.3 The systemic-contingent approach
Chapter II – The challenges of Human Resource Management in the current context
2.1 – Some characteristics of the competitive business environment and new labor relations
2.2 – Company culture and change management
2.3 – The organizational structure and management styles
Chapter III – The “Human Resources” function
3.1 – Content, Responsibilities and Objectives
3.2 – Human Resource Management Activities
3.3 – Operationalization of the “Human Resources” function: the HR department and its partners
Chapter IV – Predictive human resource management
4.1 – Planning and strategic management of Human Resources
4.2 – The Human Resources plan
4.3 – Diagnosis of the needs and supply of people and skills
4.4 – Implementation and control of Human Resources plans
Chapter V – Analysis and Description of Functions – Competencies
5.1 – Methods of collecting information
5.2 – Description, specification and evaluation of functions
5.3 – Job design, efficiency and job satisfaction
5.4 – Techniques for redefining functions: rotation, enrichment and enlargement – The “self-managed work teams”
Chapter VI – Recruitment and Selection
6.1 – Recruitment
6.1.1 – The decision to fill a position
6.1.2 – The recruitment strategy: internal and external recruitment
6.1.3 – The recruitment process
6.1.4 – Recruitment methods and techniques
6.2 – Selection 6.2.1 – Selection process
6.2.2 – Selection Techniques
6.2.3 – Evaluation of applications
6.2.4 – Decision making
6.2.5 – Assessment centers
6.3 – Exemplification in Public Administration
Chapter VII – Guidance
7.1 – Reception
7.2 – Integration and Socialization Chapter
VIII – Career Management
8.1 – Basic concepts: notion of career and Career Management
8.2 – Career planning and needs
8.3 – Career models and career designs in the Civil Service
Chapter IX – Organizational Training and Development
9.1 – Training
9.1.1 – The management of training in the company
9.1.2 – Types of business training
9.1.3 – Planning and phases of the training process
9.1.4 – Validation and evaluation of training
Chapter X – Performance Evaluation
10.1 – Performance evaluation: definition, purposes and benefits
10.2 – The performance appraisal system and its essential phases
10.3 – The evaluators. Types of biases and ways to prevent them
10.4 – Assessment Methods and Techniques
10.5 – The performance appraisal interview
10.6 – Modern trends in performance evaluation
Chapter XI – Integrated System for Management and Performance Assessment in Public Administration
11.1 – Subjective and objective scope
11.2 – Structure
11.3 – Application and respective criteria
11.4 – Monitoring
Chapter XII – Evaluation and control of the Human Resources Policy
12.1 – Analysis of the social climate
12.2 – Structure analysis
12.3 – Human Resources Audit – Management Indicators

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