Human Resources Direction

not applicable.

The teaching of the curricular unit has an eminently theoretical and practical character.

In addition to the expository methodology, it will focus on active methodologies of text analysis, demonstration/analysis of real cases and simulation using the respective practical tools.

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;

– Know employer branding practices, suitable for different organizational contexts;

– Interpret job descriptions;

 – Participate in structuring,  attracting, selecting and integrating new employee processes;

– Recognize the centrality of performance appraisal, as part of the performance management process, interpreting instruments and methodologies, in order to be able to intervene in different phases;

– Understand the effects of international HRM strategies and practices;

 – Interpret effective practices of preparation and monitoring of expatriation processes.

1.Relevance and organizational framework of HR management

1.1. The current management paradigm: People as the main competitive factor

1.2. Human resource management as a specialized and shared function

1.3. Human resource management subsystems: The main functions, activities and objectives

1.4. Strategic human resource management: Alignment with organizational strategy.

 2. Attraction, selection and integration

2.1 Attraction – Recruitment

2.1.1. Traditional recruitment trypes and sources Vs e.recruitment and social recruitment.

2.1.2. Identification of the need, analysis of functions and definition of the professional profile: Processes and methods.

2.2. Selection and onboading

2.2.1 The selection interview

2.2.2. Interview types and stages

2.2.3. Candidat evaluation methods.

2.2.4. Analysis of collected information and selection decision making.

2.2.5. The onboarding process  – methods and practices.

 3. Performance appraisal  and Management

3.1. Evolution of the evaluation concept/objectives: From appraisal to performance management.

3.2.  Indicators formulation and targets: the importance of “SMART” objectives.

3.3. Process implementation phases and the evaluation cycle.

3.4. Conducting assessment interviews and personal development plan.

 4. International Human Resources Management

4.1. Strategies and organizational practices in the international context.

4.2. The national dimension in organizational cultures.

4.3. Expatriation: Process, organizational objectives and sociocultural adjustment of expatriates.

4.4. Organizational advantages and disadvantages of expat selection Vs natives.

NAO

Armstrong, M. & Taylor, S. (2014). Armstrong´s handbook of human resource management practice (13th Ed.). London, UK: Kogan Page.

Caetano A. & Vala. J. (2007). Gestão de recursos humanos: Contextos, processos e técnicas (3ª Ed.). Lisboa: RH Editora.

Camara, P.B. (2015). Manual de gestão e avaliação de desempenho (2ª Ed.). Lisboa: RH Editora.

Cardim, J.C. (2012). Gestão da formação nas organizações. A formação na prática e na estratégia das organizações (2ª Ed.). Lisboa: Lidel Edições.

Mondy, R.W. & Martocchio. J. J. (2016). Human resource management (14^th Ed.): Boston: Pearson.

Rego, A. & Pina e Cunha, M. (2009). Manual de gestão transcultural de recursos humanos. Lisboa: Editora RH.

Rego, A., Pina e Cunha, M., Gomes, J.F.S., Campos e Cunha, R., Cabral-Cardoso, C. & Marques, C.A. (2015). Manual de gestão de pessoas e do capital humano (3ªEd.). Lisboa: Edições Sílabo.