Programme Structure for 2024/2025
Dynamics of Learning and Developing
In the end the student must be able to:
LO1- To integrate the learning in the context of the remaining one?s practices of people management;
LO2-To explain the importance of the business strategy in the learning and development;
LO3-To describe the articulation among the training needs, conception, implementation and evaluation of the training courses;
LO4-To evaluate the efficiency and effectiveness of the training;
LO5-To conform the training process in the acquisition, dissemination and mobilization of competences;
LO6-To elaborate and to present a diagnosis and improvement proposals to the training process
I. Training and the Change of Paradigm in Human Resources Management (PM)
I.1. Evolution of the Professional Domain
I.2. Model of approach of the People Management
I.3. New Paradigm for the Continuous Learning
II. Strategic Management of the Informal Training
2.1. Learning Organization
2.2. Management of the and for the Competences
2.3. Evaluation of the Effectiveness and of the Efficiency
III. Management of the Formal Learning
3.1. Identifying training Needs
3.2. Management of the Training and the training transfer
3.3. Audit of the Formal Training
The periodic assessment of this learning-teaching unit is achieved in the following way:
- The resolution of a solving case, which represents 30% of the final grade;
- An individual examination, counting as 70% of the final grade.
Title: Fee, Kenneth (2011). 101 Learning and Development Tools: Essential Techniques for Creating, Delivering and Managing Effective Training. Philadelphia: Kogan Page
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Title: 13. Morrison, D. (2003). E-Learning Strategies: How to Get Implementation and Delevery Right First Time: England: Wiley.
12. Noe, R. (2008). Employee training and development. New York: McGraw-Hill Higher Education.
11. Philips, J. (1997). Return on investment in training and performance improvement programs: A step-by-step manual for calculation the financial return. Houston TX: Gulf.
10. Roscoe, J. (1995). Analysis of organizational training needs in Handbook of training and development. Oxford: Blackwell Business
9. Sandberg, J. (2000). Understanding Human Competence at Work: An Interpretative Aproach. Academy of Management Journal, Volume 43, n.º1, 9-25.
8. Spencer, L. M. & Spencer, S. M. (1993). Competence at Work: Models for Superior Performance. New York: John Wiley & Sons, Inc.
7. Stone, F. M. (2007). Coaching, Counseling and Mentoring ? How to Choose and Use the Right Technique to Boost Employee Performance. United States of America: American Management Ass.
6. Truelove, S. (1995). The handbook of Training and Development. Cambridge: Blackwell Publishers.
5. Laird, D., Holton III, E. Naquin, S. (2003). Approaches to training and development (3rd edition). Basic Books.
4. Thorne, K., & Mackey, D. (2007). Everything you ever needed to know about training : a one-stop shop for everyone interested in training, learning and development (4th ed.). Philadelphia: Kogan Page
3. Brinkerhoff, R. O. (1987). Achieving Results from Training, San Francisco, Jossey-Bass.
2. Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance. New York: John Wiley & Sons, Inc.
1. Aguinis, H. & Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology, 60, 451-474.
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Employer Branding, Selection, , and Employee Experience
In the end the student must be able to:
LO1 - Understand the role of Employer branding and Selection in the specific scope of the Human Resources Management as well employee experience for the success of the organization;
LO2 - Manage the legal and ethical questions of the recruitment and selection of people;
LO3 - Know critically the different phases, methods and techniques used, its applicability and effectiveness;
S1 - Introduction
S1.1 - Evolution context for recruitment and selection
S1.2 - Ethical and legal issues
S2 - Analysis of necessities of Human Resources
S2.1 - R.S. and strategic planning.
S2.2 - Sources and types of recruitment
S3 - Competencies-based Selection
S3.1 - Competencies: identification, description and profile.
S3.2 - Selection: Methods and predictors
a. Biographical data
b. Situational and behavioral interview
c. Tests and others assessment tools.
d. Assessment centres
S4 - Induction and socialization
S4.1 - Induction and socialization strategies.
S4.2 - Follow-up and evaluation
S5 - Employee Experience
1. During the leaning-teaching term, there will be used, the following valuation instruments:
a) Final exam (70%);
c) Group assignment (30%)
This valuation presupposes a student's attendance (and punctuality) equal or below 80%.
2. Students who fail the delivery of any assignment, who score below 10 on the individual component, or that have more than 20% of absenteeism should take the final examination (an exam that corresponds to 100% of the final grade).
Title: 3. Heneman III, H., Judge, T. e Kammeyer-Mueller, J. (2011). Staffing Organizations. McGraw-Hill.
2. Brown, J. & Swain, A. (2012). The Professional Recruiter's Handbook: Delivering Excellence in Recruitment Practice.Kogan Page.
1. Cook, M. (2009). Personnel Selection: Adding value through people. Chichester: John Willey & Son.
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Title: 8. Wood, R. e Payne, T. (2004). Competency-Based Recruitment and Selection. Chichester: John Wiley & Sons.
7. Sackett, P. e Lievens, F. (2008). Personnel Selection. Annual Review of Psychology, 59, 419-450.
6. Taylor, I (2007). A Practical Guide to Assessment and Selection Methods - Measuring competency for recruitment and development. London: Kogan Page.
5. Roberts, G. (2004). Recruitment and Selection. London: CIPD - Chartered Institute of Personnel Development.
4. Ribeiro, R. (2000). Recrutamento e Selecção. In A. Caetano & J. Vala (Orgs.). Gestão de Recursos Humanos: Contextos, Processos e Técnicas. Lisboa: RH Editora.
3. Hough, L. e Oswald, F. (2000). Personnel Selection: Looking Toward the Future--Remembering the Past. Annual Review of Psychology, 51: 631-664.
2. Edenborough, R. (2005). Assessment Methods in Recruitment, Selection and Performance. London: Kogan Page Limited.
1. Breaugh, J. (2013). Employee Recruitment. Annual Review Psychology, 64; 389-416.
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Legal Framework for Work and Human Resource Management
OA1-describe the legal employment situations according the new framework
OA2-problem identification and resolution sources
OA3-explain and relate the best solutions for solving problems
S1- Main changes in the new Portuguese employment legislation
S2- The contract of employment: specifications, contents and formulations
S3- Articulation between lawyers and managers in the prevention and solution of problems
The evaluation will be mixed with continuous assessment and final test, consisting of practical case resolution with recourse to legislation used in the curricular unit.
Continuous assessment, participation - 30% and test - 70%
Final exam: 100%
Title: Contrato de Trabalho (2009) - João Leal Amado, Coimbra Editora
Novo Código do Trabalho (2012)- Abílio Neto, Ediforum
Manual de Direito do Trabalho - Bernardo Xavier, Verbo
Código do Trabalho Anotado - Pedro Romano Martinez, Almedina
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Corporate Finance Applied to People Management
At the end of the course, students should be able to:
LO1. Explain the main concepts of time value of money and be able to compare cash flows with different maturities;
LO2. To describe the concept of business profitability, liquidity and solvency and to compute and analyze the most relevant economic/financial ratios and indicators;
LO3. To describe and compute de concept of working capital and liquidity indicator and to link it with the firm's financial condition
LO4. Use the fundamental techniques of capital budgeting evaluation
1. Time Value of Money
2. Financial analysis and value added
3. Economic analysis of growth opportunities
4. Advanced topics in capital budgeting
The evaluation system includes:
1. Group assignment (50%)
2. Final Exam (50%)
The evaluation system by final exam (first and re-siting) includes an exam corresponding to 100% of the final grade, disregarding the periodic evaluation components.
Title: 3. Mota, A e C. Custódio, 2012, "Finanças da Empresa", Booknomics, 7ª edição
2. Material fornecido pelo Docente da UC.
1. Mota, A. G., Barroso, C., Soares, H. e Laureano, L., 2014, "Introdução às Finanças - Fundamentos de Finanças com Casos Práticos Resolvidos e Propostos", Edições Sílabo, 2ª Edição, Lisboa, ISBN 978-972-618-779-0
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Title: 3. Mota, A.G., Barroso, C.S., Nunes, J.P. e M.A. Ferreira, 2015, Finanças da Empresa, Teoria e Prática, Edições Sílabo, 5ª Edição, Lisboa, ISBN 978-972-618-824-7.
2. Ross, S., Westerfield R. e B. Jordan, 2009. ?Fundamentals of Corporate Finance?, Standard Edition, 9ª Edição, McGraw-Hill
1. Brealey, Richard A. e Myers, Stewart C., 2002. ?Principles of Corporate Finance?, 7ª Edição, McGraw Hill Higher Education
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Management of Diversity and Inclusion
LO1. Know strategies to meet the challenge of multiculturalism and to take advantage of diversity;
LO2. Know and apply the peer-coaching tool to support the identification and implementation of strategies for managing multicultural teams;
LO3. Manage Cognitive Diversity processes in organizations
1. Global Mindset - Paradigm Shift?
2. Reality check - Multiculturality & organizations
3. What is Culture and Diversity in Organizations? Concepts, theories and models.
4. Working with Multicultural Teams - What They Are and Critical Success Factors
5. Cognitive diversity in organizations
6. The intercultural leader / teamplayer: Skills that make a difference.
7. Develop cultural intelligence.
Periodic evaluation implies:
- Group Assignment + Presentation: The weight of this assignment is 40%.
- Exam: the weight is 60%.
Exam Option:
Final exam (100% of the final grade). The grade of the group assignment will not be considered for the exam option.
Title: - Rego, Arménio e PINA E CUNHA, Miguel (2010). Manual de Gestão Transcultural de Recursos Humanos. Lisboa, Editora RH Editora.
- Finuras, Paulo (2018), Globalização e Gestão das Diferenças Culturais. 2ª Edição. Edições Sílabo, Lisboa
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Title: Shin, S. J., Kim, T. Y., Lee, J. Y., & Bian, L. (2012). Cognitive team diversity and individual team member creativity: A cross-level interaction. Academy of Management Journal, 197-212.
Schilpzand, M. C., & Martins, L. L. (2010). Cognitive diversity and team performance: The roles of team mental models and information processing. Atlanta: Georgia Institute of Technology.
Reynolds, A., & Lewis, D. (30 de março de 2017). Harvard Business Review. Obtido de Teams Solve Problems Faster When They?re More Cognitively Diverse: https://hbr.org/2017/03/teams-solve-problems-faster-when-theyre-more-cognitively-diverse
Powers, M. P. (June/July/August de 2018). Think Different. HR Magazine, pp. 90-95.
Olson, B. J., Parayitam, S., & Bao, Y. (2007). Strategic Decision Making: The Effects of Cognitive Diversity, Conflict, and Trust on Decision Outcomes. Journal of Management, 33(2), 196-222.
Mello, A. L., & Rentsch, J. R. (2015). Cognitive Diversity in Teams: A Multidisciplinary Review. Small Group Research, 46(6), 623-658.
Liao, Z., & Long, S. (2016). Cognitive diversity, alertness, and team performance. Social Behavior and Personality, 44(2), 209-220.
Kearney, E., Gebert, D., & Voelpel, S. C. (2009). When and how diversity benefits teams: The importance of team members' need for cognition. Academy of Management Journal, 52(3), 581-598.
Crivellaro, D. (24 de Setembro de 2018). Saiba qual diversidade tem ganho espaço nas empresas. Obtido de EXAME: https://exame.abril.com.br/negocios/saiba-qual-diversidade-tem-ganhado-espaco-nas-empresas/
Crivellaro, D. (24 de Setembro de 2018). Saiba qual diversidade tem ganhado espaço nas empresas. Obtido de EXAME: https://exame.abril.com.br/negocios/saiba-qual-diversidade-tem-ganhado-espaco-nas-empresas/
Chamorro-Premuzic, T., & Akhatar, R. (12 de Novembro de 2018). Motivating Your Most Creative Employees. Obtido de Harvard Business Review: https://hbr.org/2018/11/motivating-your-most-creative-employees
Bufkin, B. (2017). Why Cognitive Diversity is Vital for Insurance. Wells Media Group, 4(4), 72-74.
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Strategic Personnel Management and Innovation
LG1. To describe the conditions in which organizational competitiveness is related to HR practices and systems
LG2. To identify the different analytical frameworks about the relations between HRM and organizational performance
LG3. To assess de differences in HR management practices induced by the strategic contexts and challenges faced by organizations
PC1. HRM and organizations: from HR practices to performance
PC2. The alignment of HRM practices with business strategies
PC3. The different types of alignment: horizontal, vertical, and temporal
PC4. HRM and organizational performance: testing the relation and looking at alternative explanations: innovation, customer service, structural and contextual ambidexterity, reliability, resilience, strategic learning
PC5. The role of HRM professionals
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 40%;
- An individual test, with a weight of 60% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
Title: Vogus, T. et al. (2010). Doing no harm: enabling, enacting, and elaborating a culture of safety in health care. Academy of Management Perspectives, 24, 60-77.
Tolk, et al. (2015). High reliability organization research: a literature review for health care. Engineering Management Journal, 27, 4, 218-237.
Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19, 4, 95-106.
McAlearney, A. S. et al. (2011). High-performance work systems in health care management, part 2: Qualitative evidence from five case studies. Health Care Management Review, 36, 3, 214-226.
Gittell, J. H. (2011). New directions for relational coordination theory. In Cameron, K. S. and G. Spreitzer (Eds). Oxford Handbook of Positive Organizational Scholarship. Oxford University Press.
Garman, A. N. et al. (2011). High-performance work systems in health care management, part 1: Development of an evidence-informed model. Health Care Management Review, 36, 3, 201-213.
Akhnif, E. et al. (2017). Scoping literature review on the learning organization concept as applied to the health system. Health Research Policy and Systems, 15, 1, 16.
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Title: Human Resource Management
Human Resource Management Journal
The International Journal of Human Resource Management
Human Resource Management Review
Revistas/Journals
Weick, K. and Sutcliffe, K. (2015). Managing the unexpected: Sustained performance in a complex world. New Jersey: John Wiley & Sons.
Veillard, J. et al. (2005). A performance assessment framework for hospitals: the WHO regional office for Europe PATH project. International Journal for Quality in Health Care, 17, 6, 487-496.
Sutcliffe, K., Paine, L., & Pronovost, P. (2017). Re-examining high reliability: Actively organising for safety. BMJ Quality and Safety, 26, 3, 248-251.
Singer, S. et al. (2012). Development of a short-form learning organization survey: The LOS-27. Medical Care Research and Review, 69, 4, 432-459.
QUASER TEAM (2013). The hospital guide: A research-based tool to reflect on and develop your quality improvement strategies.
Huges et al. (2016). Saving lives: a meta-analysis of team training in healthcare. Journal of Applied Psychology, 101,9, 1266-1304.
Harrison, M. I., & Shortell, S., M. (2020). Multi-level analysis of the learning health system: Integrating contributions from research on organizations and implementation. Learning Health Systems, e10226.
Halligan, M. and Zecevic. (2011). Safety culture in health care: a review of concepts, dimensions, measures and progress. BMJ Quality and Safety, 20, 4, 228-343.
Gittell, J. H. et al. (2018). Impact of relational coordination on staff and patient outcomes in outpatient surgical clinics. Health Care Management Review, 45, 1, 12-20.
Gittell, J. H. (2016). Transforming relationships for high performance: The power of relational coordination. Stanford: Stanford University Press.
Gittell, J. H. & Hajjar, L. (2019). Strengthening patient-centered care in the VHA: A relational model of change. Journal of General Internal Medicine, 34, 7-10.
Garvin, D. Edmondson, A., & Gino, F. (2019). Is yours a learning organization? Harvard Business Review, Winter, 86-93.
Christianson, M. K., et al. (2011). Becoming a high reliability organization. Critical Care, 15, 314.
Al-Janabi, A. et al. (2018). Bellagio Declaration on high-quality health systems: from a quality moment to a quality movement. The Lancet, 6, 11.
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Emotional Intelligence for Leaders
At the end of this module, participants will be able to:
LO1. Understand the basic concepts of Emotional Intelligence;
LO2. Identify the relevance of an effective management of emotions;
LO3. Characterize the personal and social emotional competences as a support to get a sustainable personal and professional success;
LO4. Identify the emotional competences of greater importance and relevance in the roles of Transformational Leadership
1. Introduction to the study of emotions
1.1 Concept of emotion and differences between emotions and feelings;
1.2 Salovey/Mayer?s and Goleman?s approaches;
1.3 Core Emotional Competences
1.4 The importance of emotions in the context of professional life and Leadership;
2. Six Core Competences of Transformational Leadership
2.1 Creating Culture
2.2 Promoting Cohesion in Teams
2.3 Effective Communication
2.4 Transforming Business Results
2.5 Leading by Example and Inspiring Others
2.6 Unleashing Intrinsic Motivations
Periodic evaluation implies:
- Group Assignment + Presentation: The weight of this assignment is 40%.
- Exam: the weight is 60%.
Exam Option:
Final exam (100% of the final grade). The grade of the group assignment will not be considered for exam option.
Title: Kotsou, I. (2012), Inteligência Emotional e Gestão. Lisboa: Edições Piaget
Hughes, M., Patterson, L.B. & Terrel (2005). Emotional Intelligence in Action. San Francisco: Pfeiffer
Chernis, C. & Goleman, D. editors (2001). The Emotionally Intelligent Workplace. New York: Jossey-Bass
Goleman, D. (2015). Como ser um Líder. Lisboa: Tema e Debates ? Círculo de Leitores
Caruso, D.R. & Salovey, P. (2004). The Emotionally Intelligent Manager. San Francisco: Jossey-Bass
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Title: Yukl, G.A. (1984). Leadership In Organizations. New Jersey: Prentice Hall
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Digital Transformation Applied to People Management
1. To contextualize the digital transformation process in the human resources area as an enhancer for your strategic position;
2. To explain the process of choosing and implementing a new talent management system;
3. To contextualize the implementation of RPA (Robot Process Automation) and Chatbots in human resources area;
4. To describe the training process for the digital transformation success.
5. To contextualize the Change Management strategy in the digital transformation process.
6. To use HR Analytics in order to design their employee experience.
I. HR Digital Transformation and their strategic position
I.1. Historical progress of People, Process and Systems
I.2. People and processes maturity in digital transformation
I.3. New paradigm of human resources area
II. Integrated systems in talent management
II.1. ERP (Enterprise Resource Planning) concept and functionalities
II.2. Choose the system aligned with organizational needs
II.3. System design and implementation
III. Process Automation
III.1. Redesign the different roles in human resources department
III.2. Create RPA (Robot Process Automation) for HR processes
III.3. Chatbots implementation
IV. Work team transformation
IV.1. Training in new systems
IV.2. Organizational change management process
V. HR Analytics and decision support
V.1. HR Analytics
V.2. Decision support and the impact in the employee experience
The assessment of this learning-teaching unit is achieved in the following way:
- The resolution of a solving case, which represents 30% of the final grade;
- An individual examination, counting as 70% of the final grade
If the participant chooses the 2nd phase it corresponds to a final exam that will represent 100% of the final score obtained, in this case it will not be considered the continuous evaluation result
Title: Ustundag, A., & Cevikcan, E. (2017). Industry 4.0: Managing The Digital Transformation. Birmingham: Springer.
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Title: Laudon, Kenneth & Laudon, Jane (2007). Management Information Systems, 10th Edition, Prentice Hall.
Hussain, Z., Wallace, J., & Cornelius, N. E. (2007). The use and impact of human resource information systems on human resource management professionals. Information & Management, 44, 74-89.
Cameron, E. & Green, M. (2012). Making sense of change management - A complete guide to the models, tools and techniques of organizational change. Kogan Page.
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Organizational Happiness, Well-Being and Humanization
LG1 - Identify Well-being and Happiness at work as a true imperative of success and sustainability in modern organizations
LG2 - Appropriate the basic concepts Humanizing Organizations, Happiness, Well Being and Stress at work
LG3 - Identify some practices and strategies to improve humanization in organizations.
1. Organizational Humanization and Happiness at work
1.1. Framing the theme in Health at work
1.2. Organizational Humanization as un heuristic model of health and quality of life in the workplace
1.3. Bem-estar e felicidade no trabalho
2. Subjective Positive States in the workplace
2.1. Concept and theoretical models
2.2. Causes, indicators and consequences of well-being and stress experience at work
3. Happiness and Well-being at work Management
3.1. Concept and measurement indicators of Well-being and Happiness
3.2. To diagnose workplace disruptive stress and to evaluate workplace stress management: diagnosing and auditing
3.3. Strategies of workplace negative stress prevention and management and well-being promotion
3.3.1. Organizational strategies
3.3.2. Individual strategies
4. Elaboration of a stress and well-being management plan.
- Individual exam – 100%
BibliographyTitle: Seligman, M.E.P., Seligman, M.E.P. (2011). Flourish: A Visionary New Understanding of Happiness. New York: Free Press., 2011, null
Pirson, M., Pirson, M. (2017). Humanity Management. New York, NY: Cambridge University Press., 2017, null
Hesketh, I. & Cooper, C., Hesketh, I. & Cooper, C. (2019). Wellbeing at Work. New York, NY: CIPD, Kogan Page, 2019, null
Day, A., & Nielsen, K., Day, A., & Nielsen, K. (2017). What Does Our Organization Do to Help Our Well-Being? Creating Healthy Workplaces and Workers. In, N. Chmiiel, F. Fraccaroli & M. Sverke (Eds). An introduction to work and organizational psychology: An international perspective, 295- 314. Wiley & Sons, 2017, null
Barling, J. (2023). Brave New Workplace: Designing Productive, Healthy, and Safe Organizations. Oxford University Press
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Title: Rosenbaum, E., Grossmeier, J. Imboden,M., & Noeldner, S. (, Rosenbaum, E., Grossmeier, J. Imboden,M., & Noeldner, S. (2020) "The HERO Health and Well-Being Best Practices Scorecard in Collaboration With Mercer (HERO Scorecard). American Journal of Health Promotion, 34(3), 321-323, 2020, null
Nielsen,K, Nielsen,M.B., Ogbonnaya,C., Känsälä,M., Saari,E. & Isaksson,K., Nielsen,K, Nielsen,M.B., Ogbonnaya,C., Känsälä,M., Saari,E. & Isaksson,K. (2017) Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis, Work & Stress,31:2, 101-120., 2017, null
Kompier, M, Cooper, C, Kompier, M, Cooper, C (Eds) (1999). Preventing Stress, Improving Productivity. European Case Studies in the Workplace. London: Routledge., 1999, null
Kompier, M e Cooper, C, Kompier, M e Cooper, C (1999). Preventing Stress, Improving, 1999, null
Karasek, R, Theorell, T, Karasek, R, Theorell, T (1990). Healthy Work. Basic Books, 1990, null
Hassard, J., Teoh, K. R. H., Visockaite, G., Dewe, P., & Cox, T., Hassard, J., Teoh, K. R. H., Visockaite, G., Dewe, P., & Cox, T. (2018). The cost of work-related stress to society: A systematic review. Journal of Occupational Health Psychology, 23(1), 1-17., 2018, null
Guest, D. E., Guest, D. E. (2017). Human resource management and employee well-being: towards a new analytic framework. Human Resource Management Journal, 27: 22-38., 2017, null
Chari, R., Sauter, S. L., Sayers, E. L. P., Huang, W., Fisher, G. G., & Chang, C. C., Chari, R., Sauter, S. L., Sayers, E. L. P., Huang, W., Fisher, G. G., & Chang, C. C. (2022). Development of the national institute for occupational safety and health worker well-being questionnaire. Journal of Occupational and Environmental Medicine, 64(8), 707., 2022, null
Caetano, António & Silva, S.A., Caetano, António & Silva, S.A. (2011). Bem-estar e saúde no trabalho . In Lopes, M. P. Ribeiro, R. B., Palma, P. J. e Cunha, M. P. (Ed.), Psicologia Aplicada. (pp. 0-0). Lisboa: Recursos Humanos Editora., 2011, null
Bakker, A. B., Demerouti, E., & Sanz-Vergel, A., Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. (2023). Job demands–resources theory: Ten years later. Annual Review of Organizational Psychology and Organizational Behavior, 10, 25-53., 2023, null
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Performance Management
LO1 - Identify performance appraisal models.
LO2 - To be able to identify the critical issues in effectively implementing a performance appraisal and management
LO3 - To be able to strategically use performance appraisal and management systems.
1. Performance appraisal models
a. To understand and analyze the main issues implied in performance appraisal.
b. To identify contextual and structural alignment contingencies
2. Performance management models
c. To acknowledge the critical issues in implementing with effectiveness a performance management system.
d. To draw effective performance management processes.
Periodic evaluation implies:
- Group assignment + discussion (40%)
- Individual exam (60%)
Title: Nascimento, G. e Pereira, A. (2015). A Gestão e Avaliação de Desempenho. GRH para Gestores. Lisboa: Rh Editora, 247-305.
Armstrong, M. e Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice: Building Sustainable Organizational Performance Improvement (13th ed), Londres: Kogan.
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Title: Weber, A. (1995). Making performance appraisals consistent with a quality environment, Quality Progress, Vol. 28, p.65-70.
Spencer, L. and Spencer, S. (1993). Competence at work - models for superior performance. USA: John Wiley & Sons, Inc.
Sandberg, J. (2000). Understanding Human Competence at work: an interpretative approach. Academy of Management Journal. Vol. 43, p. 9-25.
Rynes, S., Gerhart, B. e Parks, L. (2005). Personnel Psychology: Performance Evaluation and Pay for Performance. Annual Review of Psychology. Vol. 56, pp. 571-600.
Murphy K. and Cleveland, J. (1995). Understanding performance appraisal. Sage Publication.
Locke, E. and Lathan, G. (1990). A theory of goal setting & task performance. New Jersey: Prentice Hall.
Kaplan, S. e Norton, D. (1996). "Using the balanced scorecard as a strategic management system" in Harvard Business Review, Jan-Fev.
Flannery, T., Hofrichter, D. & Platen, P. (1996). People, performance, and pay. New York: Free Press.
Deblieux, M. (2003). Performance Appraisal: Source Book. Virginia: Society for Human Resource Management.
Cascio, W. F. e Aguinis, H. (2005). Applied psychology in human resource management. Upper Saddle River: Prentice Hall.
Caetano, A. e Vala, J. (2008). Gestão de Recursos Humanos - Contextos, Processos e Técnicas. Lisboa: Editora RH.
Caetano, A (2008). Avaliação de desempenho: O essencial que avaliadores e avaliados precisam de saber. Lisboa: Horizonte.
Caetano, A. (1996). A avaliação de desempenho - metáforas, conceitos e práticas. Lisboa: RH Editores.
Arvey, R. e Murphy, K. (1998). Performance evaluation in work settings. Annual Review of Psychology. Vol. 49, pp. 141-168.
Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River: Pearson Prentice Hall.
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Leadership and High-Performance Teams
In the end the student must be able to:
LO1- Describe the composition and systemic functioning of an organization
LO2- Identify the main theories on leadership, negotiation and conflict management and its appropriateness for organizational context
LO3- Identify the main characteristics on high-performance teams
LO4- Analyze organizational contexts of operationalization and application of the concepts studied at UC
S1- Organization: what, why and what for.
S2- Functionalists theories about leadership and recent approaches
S3- Leadership and management: the Portuguese case (study GLOBE)
S4-The negotiating process: distributive and integrative perspectives
S5- High performance teams
S6- Characterization and conflict resolution
In addition to strict compliance with the program regulation, the continuous evaluation method requires a minimum class attendance of 60% and:
- Participation of 40%;
- An individual test, with a weight of 60% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the continuous assessment component
Title: Yukl, G. (2012). Leadership in organizations. Englewood Cliffs, NJ: Prentice Hall.
Ferreira, J. M. C., Neves, J. G. & Caetano, A. (2011). Manual de Psicossociologia das Organizações. Escolar Editora, Lisboa. (cap. 14; 18)
De Cremer, D. & Pillutla, M. M. (2012). Making negotiations predictable: what science tells us? New York: Palgrave Macmillan.
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Title: Whetten, D. & Cameron, K. (2005). Developing management skills, 6th Edition. New York: Pearson Prentice-Hall.
Olekalns, M. & Adair, W. (Eds.) (2013). Handbook of research on negotiation. Cheltenham, UK: Edward Elgar.
Neves, J., Garrido, M. & Simões, E. (2008), Manual de competências pessoais, interpessoais e instrumentais - teoria e prática - 2ª Ed. Lisboa: Editora Sílabo. (cap. 6; 7)
Mintzberg, H. (1975). The manager's job: Folklore and fact. Harvard Business Review. July-August, 49-61.
Lewicki, R. , Barry, B. & Saunders, D. (2010) Essentials of Negotiation - 3rd Edition. New York: McGraw-Hill/Irwin.
Jesuíno, J.C. (2007), Leadership and culture in Portugal, In J. S. Chhokar, F. C. Broadback & J. House, (Eds). Culture and leadership across the world, Psychology Press, Routledge, pp. 583-621.
Hooijberg, R., Hunt, J. G. & Dodge, G. E. (1997). Leadership complexity and development of leaderplex model, Journal of Management, 23, 3. 375-408.
Goldman, B. M, & Shapiro, D. (Eds.) (2012). The psychology of negotiations in the 21st century workplace: new challenges and new solutions. New York: Routledge.
De Dreu, C.K.W & Gelfand, M. J. (2008). The psychology of conflict and conflict management in organizations. New York: Lawrence Erlbaum Associates.
Daft, R. (2008). The leadership experience, 4ª ed, Thomson South-Western, USA.
Conger, J. A. & Kanungo, R. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647.
Campbell, D. (2002). Campbell leadership descriptor, Participant workbook, Jossey-Bass/Pfeiffer, São Francisco.
Cameron, K. S., Quinn, R. E., Degraff, J. & Thakor, A. V. (2006). Competing Values Leadership: creating value in organizations, Cheltenham, Edward Elgar Publishing.
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Mobility and Compensations
In the end the student must be able to:
LO1 - To be able to identify individual and organizational career perspectives.
LO2 - To identify the main theoretic and practical developments in career and reward management.
S1. Career management
1.1 New challenges in career management
1.2 Career phases
1.3 Perspectives on Careers
1.4 Individual and Organizational models
1.5 How to define a career project
1.6 Career global management
S2. Reward structures
2.1 Approaches and reward structure
2.2 Concept and praxis of Total Reward
2.3 Budget and management decisions
-In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 25%;
- An individual test, with a weight of 75% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the continuous assessment component.
Title: Milkovich, G., Newman, J. e Gerhart, B. (2011). Compensation. Nova York: McGraw Hill.
Baruch, Y. (2004). Managing Careers: Theory and practice. Harlow: Prentice Hall.
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Title: Wright, A. (2004). Rewards management in context. Londres: CIPD.
WorldatWork (2007): The Worldatwork Handbook of Compensation, Benefits & Total Rewards. Nova York, Wiley.
Rynes, S., Gerhart, B. e Parks, L. (2005). Personnel Psychology: Performance Evaluation and Pay for Performance. Annual Review of Psychology. Vol. 56, pp. 571-600.
Kressler, H. (2003). Motivate and reward: Performance appraisal and incentive systems for business success. Nova York: Palgrave.
Gregersen, H. (2019). 3 Ways Executives Can Manage Challenging Moments in Their Careers 3 Ways Executives Can Manage Challenging Moments in Their Careers.
Eurich, T. (2019). Why Self-awareness isn't doing more to help women careers. Harvard Business Review.
Effron, M. (2018). A Simple Way to Map Out Your Career Ambitions, 1-5.
Armstrong, M. e Murlis, H. (2004). Reward Management. Londres: Kogan Page.
Armstrong, M. e Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice: Building Sustainable Organizational Performance Improvement (13th ed), Londres: Kogan.
Abdi, H., Afonso, M. J., Aguado-Jiménez, P., Pérez-Paredes, P., Sánchez, P., Aizawa, K., ... Kleiner, B. H. (2003). Intelligence and its Measurement: A Symposium. Intelligence, 52(1), 143-160. https://doi.org/10.1016/j.paid.2008.02.001
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Change and Organizational Consulting
LO1. Identify the different organizational diagnosis models.
LO2. Characterization of the different approaches to organizational change.
LO3. Make a diagnosis of a specific organization using the theoretical models.
LO4. Design a project of organizational change.
1 - Organizational change and development - Introduction
2 - Methodology
2.1. Quantitative approach
2.2. Qualitative approach
3- Diagnosis and organizational development
3.1. Theoretical models (e.g., Weisbord; 7S McKinsey; action-research; Burke-Litwin)
3.2. Strategies for organizational development (individual, group and organizational level)
4 -Organizational change
4.1 - Types of change
4.2 - The Change phases
4.3 - The Change project / Report and budget proposal
5- Case studies
Periodic evaluation implies:
- Group Assignment + Presentation: The weight of this assignment is 40%.
- Exam: the weight is 60%.
Exam Option:
Final exam (100% of the final grade). The grade of the group assignment will not be considered for exam option.
Title: Tidd, joe & Bessant, J.R. (2018). Managing Innovation: Integrating Technological, Market and Organizational Change. New York: Wiley.
Weick, K. E. & Quinn, R.E. (1999). Organizational Change and Development. Annual Review Psychology, (50), 361-386.
Kim, W.C. & Mauborgne, R. (2015). Blue Ocean Strategy. Boston: Harvard Business Press.
Ferreira, A. I. & Martinez, L. F. (2008). Manual de Diagnóstico e Mudança Organizacional. Lisboa: Edit. RH.
Cameron, E. & Green, M. (2012). Making sense of change management - A complete guide to the models, tools and techniques of organizational change. Kogan Page.
Burke, W.W. (2014). Organization Change - Theory and Practice. Sage.
Anderson, D. L. (2019). Organizational Development - The Process of Leading Organizational Change. Sage
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Year:
Title: Zhao, H. H., Seibert, S. E., Taylor, M. S., Lee, C., & Lam, W. (2016). Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change. Journal of Applied Psychology, 101(12), 1730?1738.
Thomas, K., & Allen, S. (2006). The learning organization: a meta-analysis of themes in literature. The Learning Organization, 13(2), 123-139.
Sung, W., Woehler, M. L., Fagan, J. M., Grosser, T. J., Floyd, T. M., & Labianca, G. (Joe). (2017). Employees responses to an organizational merger: Intraindividual change in organizational identification, attachment, and turnover. Journal of Applied Psychology, 102(6), 910?934.
Oreg, S., & Sverdlik, N. (2011). Ambivalence Toward Imposed Change: The Conflict Between Dispositional Resistance to Change and the Orientation Toward the Change Agent. Journal of Applied Psychology, 96(2), 337?349.
Maheshwari, S. & Vohra, V. (2015). Identifying critical HR practices impacting employee perception and commitment during organizational change. J. Organizational Change Management, 28(5), 872-894.
Ferreira, J. M. C., Neves, J., Caetano, A. (2011). Manual de Psicossociologia das Organizações. Escolar Editora.
Ferreira, A. I., Cardoso, C., & Braun, T. (2018). The mediating effects of ego-resilience in the relationship between organizational support and resistance to change. Baltic Journal of Management, 13(1), 104?124.
Cheung-Judge, M. Y. & Holbeche (2015). Organization Development - A practioner's guide for OD and HR. KoganPage.
Bindl, U. K., Unsworth, K. L., Gibson, C. B., & Stride, C. B. (2019). Job crafting revisited: Implications of an extended framework for active changes at work. Journal of Applied Psychology, 104(5), 605?628.
Agyris, C. (1995). Action science and organizational learning. Journal of Managerial Psychology, 10 (6), 20-26.
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Strategic People Management Plan
1. To develop proposals for future international strategic directions of a selected company;
2. Transfer theoretical and methodological knowledge to solve real problems;
3. To develop an exploratory or illustrative case on the People Management (PM) process of a selected company.
1. Presentation of a project
2. PM strategic and operational plan
3. Interface between strategic management of people and other areas
4. Organizational Environments and PM
5. Competencies in PM
6.Intervention project
The periodic evaluation includes:
- Individual work and presentation -50% +50%
Title: Ferreira, A., Martinez, L. Nunes, F. e Duarte, H. (2015). GRH para Gestores. Lisboa: RH Editora.
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Title: Wheelen, T. & Hunger, J. (2012). Strategic management and business policy. Addison-Wesley Publishing Company, Inc.
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