Human Resource Planning

Scholar Year: 2023/2024 - 2S

Courses

Head Teacher Responsability José Manuel Gameiro Rebelo dos Santos Head

Weekly workload Hours/week T TP P PL L TC E OT OT/PL TPL O S Type of classes 2 3 Lectures Type Teacher Classes Hours Theoretical Totals 1 2,00 Practices Totals 2 6,00

Teaching language

Portuguese

Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)

• Understanding the planning process
•
• the different methods of HR planning and forecasting
•
• Diagnostic Techniques•

Syllabus

1. Planning and Human Resources Planning
1.1. Concept planning, human resources and HR planning;
1.2. Objectives of human resource planning
2. Planning as a management tool
2.1. Dimensions and planning levels
2.2. Stages of planning and HR planning
2.3. Planning and Management Control: tableau de bord and balanced scorecard
3. Methods of forecasting and foresight
3.1. Application of methodologies levels
3.2. Quantitative and qualitative planning
3.3. government policies and organizational policies
3.4.Métodos forecast
3.4.1. Parnes methods
3.5. prospective methods
3.5.1. Delphi method
3.5.2 Method of scenarios.

Demonstration of the syllabus coherence with the UC intended learning outcomes

We consider that the proposed program is the most relevant to fulfill the objectives concerning the specific characteristics of the curricular unit

Teaching methodologies

The teaching / learning methodologies are applied according to the type of classes (theoretical or practical).
• Theoretical classes - Expositive / Interrogative Methodology, using the participative methodology whenever is possible;
• Practical classes - Participative Methodology through study, analysis and resolution of Case Studies about all topics of the course.

Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes

The selection of teaching methodologies is based on the learning objectives to be achieved. The theoretical lessons are given to a large number of students simultaneously and the educational objectives aim predominantly an cognitive knowledge (know – know).
The practical lessons are focused on the level of know-how. These classes allow the trainees to put in practice what they have learned in the theoretical lessons, by solving problems and operationalizing the conceps.
In the theoretical classes the students are encouraged to participate, by answering to the teacher’s questions and discussing ideas related to the issues approached, what helps to clarify concepts.

Bibliography

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• AZEREDO, Zaida (2019), Estudos de Consenso: técnica de delphi, in AZEREDO, Zaida (Coord) (2019), Teoria e Prática em Investigação Qualitativa, Lisboa, Edições Piaget, pp. 47-55.
• BANCALEIRO, José (2007), Scorecard de capital humano: (como medir o activo mais importante da sua empresa), 2ª edição, Lisboa, RH.
• BILHIM, João Abreu de Faria (2004), Teoria Organizacional: Estruturas e Pessoas, 3ª edição, Lisboa, ISCSP.
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• CALDEIRA, Jorge (2016), 100 Indicadores da Gestão, Coimbra, Conjuntura Actual.
• DIETRICH, Anne, PIGEYRE, Frédérique (2016), La Gestion des Ressources Humaines, 3e Édition, Paris, La Découverte.
• CARNEIRO, Roberto, VALENTE, Ana Cláudia, FAZENDEIRO, António, ABECASSIS, Margarida, CHAU, Fernando (2010), Dispositivo de Antecipação de Necessidades de Competências e de Capital Humano em Portugal, Lisboa, Gabinete de Estratégia e Planeamento (GEP).
• DURANCE, Philippe, GODET, Michel (2010), “Scenario building: Uses and abuses” in Technological Forecasting & Social Change, 77 (2010), pp. 1488–1492.
• FIALHO, Joaquim, SILVA, Carlos A., SARAGOÇA, José (2015), “Toolbox para o diagnóstico Social, Ferramentas de apoio ao diagnóstico”, in Fialho, Joaquim, Silva, Carlos A., Saragoça, José (coord.) (2015) Diagnóstico Social: Teoria, Metodologia e casos práticos, Lisboa, Edições Sílabo, pp. 129-158.
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• KEYES, Jessica (2005), Implementing the IT balanced scorecard: aligning IT with corporate strategy, Boca Raton, Auerbach Publications.
• KENNETH J Zula, e THOMAS, J Chermack (2007), "Human Capital Planning: A Review of Literature and Implications for Human Resource Development", in Human Resource Development Review, 6(3), pp. 245-262.
• MIGUEL, António (2013), Gestão Moderna de Projetos, Melhores Técnicas e Práticas, 7ª edição, Lisboa, FCA.
• MINTZBERG, Henry (2010), Estrutura e Dinâmica das Organizações, 4ª edição, Lisboa, D. Quixote.
• MTSS (2010), Plano Nacional de Emprego (2008-2010): Relatório de Acompanhamento 2010, Lisboa, Centro de Informação e Documentação do GEP.
• OLIVEIRA, Lurdes Carvalho de (2010), Relatório Único, Lisboa, Vida Económica.
• REBELO, José, PEDRO, Lurdes, BRITES, Rui (2022), A liderança virtual em contexto de teletrabalho nas autarquias da Península de Setúbal: um estudo Delphi, in 12º Congresso INA, 11 de novembro de 2022, Lisboa
• SARAGOÇA, José, SILVA, Carlos A., FIALHO, Joaquim, (2016) (coord), Prospetiva Estratégica, Teoria, Métodos e casos reais, Lisboa, Edições Sílabo.
• SOTOMAYOR, Ana Maria (2021), Princípios de Gestão de Recursos Humanos, Lisboa, Reis dos Livros.
• VIEHLAND, Dennis, AILEONE, Laura (2012), "Policy Planning with the Delphi Method: A Healthcare HRM Case Study", in International Journal of the Academic Business World, Fall 2012, Volume, 6 Issue 2 , pp. 33-41.