Human Resource Management

Know the Manager’s Functions: Planning, Organizing, Motivation, Leadership and Controlling. Distinguish manager functions from business functions.

The discipline will work with theoretical-practical classes, seeking to combine the expository dimension of the subject with the necessary practical examples, where the teacher and the students will present and discuss the resolution of several illustrative cases from real life.

The aim of these works is threefold:
  i) develop the ability to solve real problems of organizations;
  ii) familiarization of the student body with the resolution of Practical Cases;
  iii) enhance relations with other disciplines.

To speed up the understanding of the subjects and make the exhibitions more attractive, various audiovisual media will be used.

Goals:

• Acquire and integrate knowledge about models of planning, development and management of human resources.
• Knowing how to prepare and interpret a declaration and analysis of functions.
• Understand the main stages and methods of the recruitment and selection process.
• Select and apply the various instruments, techniques and methods of performance evaluation.
• Acquire knowledge to be able to advise others about training and development.

Skills:

• Analyze jobs and the need to adapt them to the nature of their context.
• Draw up a skills profile based on a Job Description and Analysis.
• Know the different methods to carry out a performance evaluation and management.
• Knowledge about people management policies and strategies.
• Ability to organize and plan.
• Ability to think creatively and develop new ideas and concepts.

1 – Relevance, evolution and organizational framework of HRM
1.1 – The current management paradigm: People as the main competitive factor.
1.2 – The evolution of the HRM function and the Hard and Soft approaches.
1.3 – Human resource management subsystems: The main functions, activities and objectives
1.4 – Strategic management of human resources: Alignment with organizational strategy.
1.5 – The centrality of the Description and Analysis of Functions: Process and methods.
2 – Attraction, Selection and Integration
2.1 – Types and sources of traditional recruitment versus e.recruitment and social recruitment.
2.2 – Employer branding practices: Employer attractiveness and talent attraction and retention.
2.3 – Definition of the professional profile – Selection and preparation criteria sheet for the publication.
2.4 – The traditional interview versus the behavioral interview (CBBI) and the situational interview.
2.5 – General characterization of the types of tests/selection tests.
2.6 – Making the selection decision and final interviews.
2.7 – The process of welcoming and integrating new employees – methods and practices.
2.8 – Validation practices for the selection and integration process.
3 – Performance Assessment and Management
3.1 – The evolution of the evaluation concept and objectives: From evaluation to performance management.
3.2 – Traditional valuation methods versus current valuation trends.
3.3 – Formulation of indicators and targets: the importance of “SMART” objectives.
3.4 – Process implementation phases and the evaluation cycle.
3.5 – Conducting evaluation interviews and personal development plan.
4 – International Human Resource Management
4.1 – Organizational strategies and practices in an international context
4.2 – The national dimension in organizational cultures.
4.3 – Influence of the cultural context on fundamental HR management practices.
4.4 – Expatriation: Process, organizational objectives and sociocultural adjustment of expatriates.
4.5 – Organizational advantages and disadvantages of selecting expatriates vs. natives.
5 – Training, Skills Development and Career
5.1 – Objectives and types of training and development in organizations.
5.2 – From the diagnosis of training needs to the validation and assessment of impacts.
5.3 – Stages of career development: Career management plans.

NAO

Fundamental:

• Texts to be made available by the teacher.

Additional:

• Azmi, Feza Tabassum (2019). Strategic Human Resource Management (1nd ed.). Cambridge University Press. UK.
• Beardwell, Julie and Amanda Thompson (2017). Human Resource Management: a contemporary approach (8nd ed.). Pearson Education. NY.
• Caetano, António e Jorge Vala (2007). Gestão de Recursos Humanos (1nd ed.). Editora RH. Lisboa. 
• Collings, David G. et al. (2019). Human Resource Management: A Critical Approach (2nd ed.). Routledge; UK.
• DeCenzo, D. and Verhulst, S. (2021). Human Resource Management (14nd ed.); Wiley. USA.
• Dessler, Gary (2023). Human Resource Management (17nd ed.); Pearson Education; NY.
• Ferreira, Aristides Isidoro et al. (2015). GRH para Gestores (1nd ed.). Editora RH. Lisboa.
• Lussier, Robert N. and Hendon, John R. (2021). Human Resource Management: Functions, Applications, and Skill Development (4nd ed.). Sage Publications, Inc. USA
• Noe, Raymond et al. (2022). Fundamentals of Human Resource Management (9nd ed.). McGraw-Hill Education. NY.
• Rego, Arménio et al.(2015). Manual de Gestão de Pessoas e do Capital Humano (3nd ed.). Edições Sílabo. Lisboa.
• Snell, Scott A. and Shad Morris (2022). Managing Human Resources (19nd ed.). Cengage Learning. Boston.
• Sousa, Maria José et al. (2012). Gestão de Recursos Humanos (10nd ed.). Lidel. Lisboa.
• Storey, John et al.(2020). Strategic Human Resource Management: A Research Overview (2nd ed.). Routledge. USA.
• Torrington, Derek et. al. (2021). Human Resource Management (11nd ed.). Pearson Education. NY.
• Wilkinson, Adrian et al. (2019). The Sage Handbook of Human Resource Management (2nd ed.); Sage Publications, Inc. USA.