Base Knowledge
not applicable.
Teaching Methodologies
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 Results
Objectives: Acquisition of knowledge and organizational practices that provide a thorough understanding of the organizational relevance of human resource management. It is intended that students know human resources management approaches, methodologies and tools, that in an organizational context allow them to fully participate, contributing to the creation of value and the individual fulfillment of employees.
Skills to develop:
– Understand the relevance of the human factor in organizations.
– Know the human resources management activities and the respective need for organizational strategic alignment.
– Identify and understand the impact of the Portuguese public administration reform on HRM policies and practices in the public sector.
– Know objectives and practices of employer branding of private organizations.
– Interpret and design processes of description and analysis of public sector functions.
– Know and participate in the conduction of recruitment, selection and integration processes of new employees.
– Recognize the centrality of performance evaluation, as part of the performance management process, interpreting the SIADAP, in order to be able to intervene in different phases/moments.
– Understand the relevance and practices of training, skills development and career planning in public administration.
Program
1. 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.
2. 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.
3. 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.
4. 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.
Curricular Unit Teachers
Internship(s)
NAO
Bibliography
Fundamental bibliography:
– Armstrong, M. & Taylor, S. (2023). Armstrong’s handbook of human resource management practice: A Guide to the theory and practice of people management (16th Ed.). London,UK: Kogan Page.
– Pina e Cunha, M., Rego, A., Campos e Cunha, R., Cabral-Cardoso, C., Marques, C.A. & Gomes, J.S. (2015). Manual de gestão de pessoas e do capital humano (3ª Ed.) Lisboa: Edições Sílabo.
– Textos de apoio. Gestão de recursos humanos no setor público, disponibilizados no Nonio – inforestudante da UC.
Complementary bibliography:
– Camara, P.B. (2015). Manual de gestão e avaliação de desempenho (2ºEd.). Lisboa: Editora RH.
– Carapeto, C. & Fonseca F. (2006). Administração pública: Modernização, qualidade e inovação (2ª Ed.). Lisboa: Sílabo.
– Cardim, J.C. (2012). Gestão da formação nas organizações. A formação na prática e na estratégia das organizações (2ª Ed.). Lisboa: Lidel Edições.
– INA (2016). Metodologia para a identificação de competências na administração pública. Lisboa: GECAP.
– Oliveira e Rocha, J.A. (2021). Gestão de recursos humanos e direito da função pública. Lisboa: Almedina.
– Oliveira e Rocha, J.A. (2007). Gestão de recursos humanos na administração pública (2ª Ed.). Lisboa: Escolar Editora.
– O´Meara, B. & Petzall, S. (2013). The handbook of strategic recruitment and selection: A systems approach. Bingley, UK: Emerald Group Publishing.
– Secretaria de Estado da Administração Pública (2004). Avaliação de desempenho: Manual de apoio. Lisboa: SEAP, Ministério das Finanças