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Strategies and Polices of Human Resources Development
Scholar Year: 2023/2024 - 1S
Courses
| Acronym |
Nº of students |
Study Plan |
Curricular year |
ECTS |
Contact hours |
Total Time |
| MGERH |
30 |
|
1º |
6,0 |
45 |
162,0 |
Teaching language
Portuguese
Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)
The learning objectives are to analyze in a coherent and integrated way the human resources strategy and business strategy of the company; highlight the strategic importance of human resources for the formulation and implementation of business strategies; analyze and evaluate the strategic decisions of their own several functional areas that comprise the system of human resource management; develop strategies and strategic human resource policies.
Aims to contribute to the development of the following skills: stimulating a systemic view of human resources management, integrating it into the global organizational dynamics; understanding the dynamic factors of organizations competitiveness and the role of human resource strategy; develop positive attitudes to change knowledge/techniques and continuous learning; develop research capacity and encourage critical reflection and autonomous work.
Syllabus
Syllabus:
1. Towards a strategic approach to Human Resource Management
1.1. The evolution of the HR function
1.2. Perspectives and models of strategic HR management
1.3. Specifics of the strategic HR function: positioning in the structure and responsibility
2. Strategic articulation
2.1. Business strategic planning and HR strategic planning
2.2. Strategic HR management as a System with a focus on competences
3. Strategic HR Policies and Practices
3.1. Strategies for “attraction” and “retention” of HR
3.2. HR development strategies
4. Contextual and HR Diagnosis: diagnostic tools
Demonstration of the syllabus coherence with the UC intended learning outcomes
To understand the importance of coordination of functional HRM areas among themselves, and with other management systems, the curricular unit syllabus adopts a strategic focus, the coherence and integration of human resources management system are evaluated two perspectives: within horizontal (coherence and integration of different functional human resources management policies that can’t contradict objectives and effects they produce); vertical (human resources strategy consistent and integrated with business strategy; human resources strategy is a key instrument for economic strategy implementation).
Teaching methodologies
Teaching methodologies:
The operating regime of the UC is based on the Blended Learning teaching model, combining face-to-face sessions with distance learning sessions, synchronous (Teams platform) and asynchronous (Moodle).
• Theoretical and Practical Lessons - collective sessions whose goals are the presentation and discussion of concepts and theories, followed by discussion of texts, oral presentations or other activities that promote students participation.
• Tutorial Guidance – tutorial orientation in research and information treatment to help students complete tasks.
• Seminars/Workshops - presentation and discussion sessions on specific issues related to each module. These activities are offered as part of the study cycle, aiming at greater depth of one or more specific topics, using academic and/or professional staff.
Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes
In the master degree it is crucial to implement diversified teaching methodologies, requiring a more active and independent participation by students. Is in this activities are promoted in accordance with the objectives and their contents. Practical classes, tutorial orientation and seminars/workshops aims to develop a set of skills, such as possibility of interaction, ability to team work, initiative, autonomy, responsibility, decision making and ability to research and reflection on specific themes of the study cycle.
Assessment methodologies and evidences
Assesment methodologies:
• Continuous assessment: Individual witten test (40%) + Goup Work (60%)
Final Classification = Individual witten test x 0.40 + Calssification at Work1 x 0.60
• Final assessment: Individual written exam (100%)
To obtain approval, no evidence can be graded lower than 10 points.
NOTE: At the level of the assessment, this UC follows the stipulated in No. 9 of Dispatch No. 40 / President / 2021, of February 25, regarding “reference to fraud mitigation mechanisms and their consequences”.
Attendance system
It is required the attendance at least 60% of the theoretical and practical hours of discipline.
Bibliography
• Almeida, A. (2012). A Gestão de Recursos Humanos em Portugal: análise sociológica da construção de um campo profissional (Tese de Doutoramento em Sociologia – Sociologia do Trabalho, das Organizações e do Emprego). Lisboa: ISCTE.
• Bilhim, J.A. (2004). Gestão Estratégica de Recursos Humanos. Lisboa: ISCSP.
• Boxal, P. & Purcell, J. (2003). Strategy and Human Resource Management. New York: Palgrave Macmillan.
• Cordeiro, J. (2008). Gestão de Recursos Humanos e Estratégias Empresariais: os quadros superiores das empresas do sector de componentes para automóvel (Tese de Doutoramento em Sociologia – Sociologia do trabalho, das Organizações e do Emprego). Lisboa: ISCTE.
• Delery, J.E. & Doty, D.H. (1996). Modes of Theorizing in strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39(4), pp. 802-835.
• Huang, T.C. (2001). The Effects of Linkage Between Business and Human Resource Management Strategies. Personnel Review, 30(2), pp. 132-151.
• Marques, M.A. (2010). Modelos Organizacionais e práticas de gestão de recursos humanos: um estudo multi-caso (Tese de Doutoramento em Sociologia Económica e das Organizações). Lisboa: ISEG, Universidade Técnica de Lisboa.
• Schuler, R., & Jackson, S. (1987). Linking Competitive Strategies with Human Resource Practices. The Academy of Management Executive, 1(3), pp. 207-219.
• Tichy, N., Fombrun, C. & Devanna, M. (1982). Strategic Human Resource Management. Sloan Management Review, 23(2), pp. 47-61.
• Torrington, D., Hall, L. & Taylor, S. (2002). Strategic Human Resource Management. Human Resource Management, Prentice Hall.
• Wright, P. & Boswell, W. (2002). Desagregating HRM: a review and synthesis of micro and macro human resource management research. Journal of Management, 28(3), pp. 247-276.
• Wright, P. & McMahan, G. (1992). Theoretical Perspectives for Strategic Human Resource Management. Journal of Management, 18(2), pp. 295-320.
Observations
This information does not dispense with consulting the general program of the CU available on the CU page on Moodle.
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