Accreditations
Programme Structure for 2024/2025
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
|
Healthy Organizations
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Current Challenges in Human Resource Management
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Strategic and International Human Resource Management
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Innovation and Organizational Change
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Human Resource Systems and Rewards Management
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Human Resource Management Research: Quantitative Data Analysis
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Consulting and Diagnosis Techniques
6.0 ECTS
|
Parte Escolar > Specialization Areas > Organizational Behavior and Consultancy | 6.0 |
|
Leadership Development, Decision Processes and Negotiation
6.0 ECTS
|
Parte Escolar > Specialization Areas > Organizational Behavior and Consultancy | 6.0 |
|
Organizational Intervention Techniques
6.0 ECTS
|
Parte Escolar > Specialization Areas > Organizational Behavior and Consultancy | 6.0 |
|
Human Resource Attraction, Selection and Development
6.0 ECTS
|
Parte Escolar > Specialization Areas > Human Resource Management | 6.0 |
|
Human Resource Analytics and Internal Auditing
6.0 ECTS
|
Parte Escolar > Specialization Areas > Human Resource Management | 6.0 |
|
Regulation and Labour Markets
6.0 ECTS
|
Parte Escolar > Specialization Areas > Human Resource Management | 6.0 |
| 2nd Year | ||
|
Seminar in Human Resource Management and Organizational Consultancy
6.0 ECTS
|
Parte Escolar > Common Branch | 6.0 |
|
Internship in Human Resource Management and Organizational Consultancy
6.0 ECTS
|
Parte Escolar > Optional Courses > 2nd Year | 6.0 |
|
Dissertation in Human Resource Management and Organizational Consultancy
48.0 ECTS
|
Final Work | 48.0 |
|
Project in Human Resource Management and Organizational Consultancy
48.0 ECTS
|
Final Work | 48.0 |
Healthy Organizations
The student that successfully completes this course will be able to:
LG1: Recognize characteristics and benefits of health at work
LG2: Identify the main factors that affect health and well-being at work and to look at ways of managing them.
LG3: Recognize the main conceptual and theoretical models for health and quality of life at work.
LG4: Develop the ability to critically evaluate managerial options for developing healthy workplaces.
Part 1. Foundation for Healthy Workplaces
1.1 Health and Safety in figures
1.2 Business Benefits of a Healthy Workforce
1.3 Concepts of organizational health and well-being.The importance of total health.
1.4 Covid's challenges to well-being at work
Part 2. Recognizing healthy and unhealthy work
2.1 Well-being and happiness at work
2.2 Psychosocial hazards at work and Stress
2.3 Engagement and Burnout
2.4 Workplace aggression
2.5 Work accidents
Part 3. Building a culture of health
3.1 Health and Safety Culture and Climate
3.2 Human Resources Practices
3.3 Leadership
3.4 Employee Psychological Capital and Job crafting
Part 4. Assessing and promoting Health at work
4.1 Introduction to Assessment and Intervention
4.2 Integrated workplace health programs
4.3 Intervention challenges
The teaching methodology includes theoretical and practical-theoretical classes with exercises, case-studies,and debates (participative methodologies). There is equally a set of active methodologies with the exercises, case studies and debates in the classes. Lastly, the autonomous study totals 119 hours.
The periodic evaluation covers:
-Group Project 45% : written report (with mandatory oral presentation)
- Exercises in Classes:5%
-Individual test:50%
Approval requires a minimum grade of 8 in the Group Project and Individual Test, and a final grade reaches 10.
The students that fail or choose to not comply with the periodic assessment have a Final evaluation which is composed by a final individual exam (100%).
Title: Burke, R. J., & Richardsen, A. M. (Eds.). (2019). Creating Psychologically Healthy Workplaces. Edward Elgar Publishing.
Clarke, S., Probst, T. M., Guldenmund, F. W., & Passmore, J., The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health, 2015, Clarke, S., Probst, T. M., Guldenmund, F. W., & Passmore, J. (2015). The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health. John Wiley & Sons.,
Nielsen, K., & Noblet, A. (Eds.). (2018). Organizational Interventions for Health and Well-being: A Handbook for Evidence-Based Practice. Routledge.
Jain, A., Leka, S., & Zwetsloot, G. I. (2018). Managing Health, Safety and Well-Being: Ethics, Responsibility and Sustainability. Springer.
Barling, J. (2023). Brave New Workplace: Designing Productive, Healthy, and Safe Organizations. Oxford University Press.
Authors:
Reference:
Year:
Title: 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.
Bakker, A. B., & Demerouti, E. (2018). Multiple levels in job demands-resources theory: Implications for employee well-being and performance. In E. Diener, S. Oishi, & L. Tay (Eds.), Handbook of wellbeing. Salt Lake City, UT: DEF Publishers. DOI:nobascholar.com
Bartlett, L., Martin, A., Neil, A. L.., Memish, K., Otahal, P., Kilpatrick, M., & Sanderson, K., A systematic review and meta-analysis of workplace mindfulness training randomized controlled trials, 2019, Bartlett, L., Martin, A., Neil, A. L., Memish, K., Otahal, P., Kilpatrick, M., & Sanderson, K. (2019). A systematic review and meta-analysis of workplace mindfulness training randomized controlled trials. Journal of Occupational Health Psychology, 24(1), 108.-126.,
Bennett, A. A., Bakker, A. B., & Field, J. G. (2018). Recovery from work-related effort: A meta-analysis. Journal of Organizational Behavior, 39(3), 262-275.
Bliese, P. D., Edwards, J. R., & Sonnentag, S. (2017). Stress and well-being at work: A century of empirical trends reflecting theoretical and societal influences. Journal of Applied Psychology, 102(3), 389-402.
Charalampous, M., Grant, C. A., Tramontano, C., & Michailidis, E. (2019). Systematically reviewing remote e-workers well-being at work: a multidimensional approach. European Journal of Work and Organizational Psychology, 28(1), 51-73.
Christian, M.S., Bradley, J.C., Wallace, J.C., Burke, M.J. (2009). Workplace safety: a meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94(5), 1103-1127.
Dhanani, Lindsay & Lapalme, Matthew & Joseph, Dana. (2021). How Prevalent is Workplace Mistreatment? A Meta‐Analytic Investigation. Journal of Organizational Behavior. 42. 10.1002/job.2534
Guest, D. E. (2017). Human resource management and employee well-being: towards a new analytic framework. Human Resource Management Journal, 27: 22-38.
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.
Hershcovis, M.S. (2011). Incivility, social undermining, bullying...oh my!: A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32, 499-519.
Hofmann, D. A., Burke, M. J., & Zohar, D. (2017). 100 years of occupational safety research: From basic protections and work analysis to a multilevel view of workplace safety and risk. Journal of Applied Psychology, 102(3), 375-388.
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018). Leadership behavior and employee well-being: An integrated review and a future research agenda. The Leadership Quarterly, 29(1), 179-202.
La Torre, G., Esposito, A., Sciarra, I., & Chiappetta, M. (2019). Definition, symptoms and risk of techno-stress: a systematic review. International archives of occupational and environmental health, 92(1), 13-35.
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.
Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological Capital: An Evidence-Based Positive Approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339-366.
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.
Parker, S. K., & Jorritsma, K. (2021). Good work design for all: Multiple pathways to making a difference. European Journal of Work and Organizational Psychology, 30(3), 456-468.
Nielsen, K., & Yarker, J. (2023). What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders. Journal of Managerial Psychology, 38(1), 34-46.
Ramos, S., Costa, P., Passos, A. M., Silva, S. A. & Leite, E. S. (2020). Intervening on burnout in complex organizations -the incomplete process of an Action Research in the hospital. Frontiers in Psychology,11,article 2203.
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.
Saks, A. M. (2022). Caring human resources management and employee engagement. Human Resource Management Review, 32(3), 100835.
Schaufeli, W. B. (2017). Applying the Job Demands-Resources model. Organizational Dynamics, 2(46), 120-132.
Sinval, J., Vazquez, A. C. S., Hutz, C. S., Schaufeli, W. B. & Silva, S. A. (2022). Burnout Assessment Tool (BAT): Validity evidence from Brazil and Portugal. International Journal of Environmental Research and Public Health. 19 (3)
Sonnentag, S. (2015). Dynamics of well-being. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 261-293.
Sorensen, G., Sparer, E., Williams, J. A., Gundersen, D., Boden, L. I., Dennerlein, J. T., ... & Pronk, N. P. (2018). Measuring Best Practices for Workplace Safety, Health, and Well-Being: The Workplace Integrated Safety and Health Assessment. Journal of Occupational and Environmental Medicine, 60(5), 430-439.
Tandler, N., Krauss, A., & Proyer, R. T. (2020). Authentic happiness at work: self-and peer-rated orientations to happiness, work satisfaction, and stress coping. Frontiers in psychology, 11, 1931.
von Thiele Schwarz, U., Nielsen, K., Edwards, K., Hasson, H., Ipsen, C., Savage, C., ... & Reed, J. E. (2021). How to design, implement and evaluate organizational interventions for maximum impact: The Sigtuna Principles. European Journal of Work and Organizational Psychology, 30(3), 415-427.
Briner, R. (2019). The basics of evidence-based practice. People Strategy, 42(1), 7.
Delaney, H., & Casey, C. (2021). The promise of a four-day week? A critical appraisal of a management-led initiative. Employee Relations: The International Journal, 44(1), 176–190.
Leka, S and & Jain, A., (2010).Health Impact of Psychosocial Hazards at Work: An overview Geneva: WHO.
Authors:
Reference:
Year:
Current Challenges in Human Resource Management
Students who successfully complete this course will be able to:
LG1- Describe and contrast theories and models on current challenges in HRM.
LG2 - Build models of empirical analysis on the selected HR current challenges
LG3 - Using methods and techniques to diagnose and intervene in individuals, groups and organizations with regard to the selected HR challenges
The syllabus can be reviewed annually, considering the emergence of new challenges in HRM and new proposals in the literature. In this sense, the syllabus is merely indicative.
CP1. Ethical challenges in HRM
1.1. Self-determination in HRM
1.2. Equity and diversity in HRM
1.3. Happiness and the commodification of HR
1.4. Managing the Work – Non-work frontier
1.5. HRM and sustainability
CP2. Instrumental challenges in HRM
2.1. Technology and HRM
2.2. Ageing and sociodemographic changes
2.3. Attracting and retaining people
2.4. Flexibilization without tradeoffs
The periodical evaluation implies, cumulatively:
• An individual exam (50%)
• A group assignment: an essay with a structured in-class debate (50%)
The final evaluation (first sitting) is exam only (100%) for students who do not meet criteria to be evaluated in periodical regime or have attended less than 2/3 of classes. The final evaluation (re-sitting) is also based on a single exam (100%) and is open to those that did not show in the first sitting or failed to obtain 10 points in each evaluation element, and in the first sitting exam.
Title: Barry, M. M. (2019). Addressing Mental Health Problems at Work. In Implementing Mental Health Promotion (pp. 429-462). Springer, Cham
Blackburn, R., Furst, S. & Rosen, B. (2003) Building a winning virtual team: KSA?s, Selection, Training and Evaluation. In C.B, Gibson & S. G. Cohen (eds). Virtual Teams that Work. pp. 95-120, San Francisco: Josey-Bass
Bonaccio, S., Lapierre, L. M., & O?Reilly, J. (2019). Creating work climates that facilitate and maximize the benefits of disclosing mental health problems in the workplace. Organizational Dynamics, 48(3), 113-122.
Kelliher (2017). Flexibility In A. Wilkinson, T. Redman & T. Dundon (Eds). Contemporary Human Resource Management: texts and cases (5th Ed), pp. 514-535 Halow: Pearson
Rubery, J. (2015). Change at work: feminization, flexibilization, fragmentation and financialization. Employee Relations, 37, 633-644. Doi: 10.1108/ER-04-2015-0067
Beardwell, J. & Thompson, A. (2017). Human Resource Management: A Contemporary Approach (8th ed.). Harlow: Pearson.
Armstrong, M. & Taylor S. (2020). Armstrong’s Handbook of Human Resource Management Practice (15th ed.). Kogan Page.
Authors:
Reference:
Year:
Title: Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM?. Human Resource Management Review, 30(3), 100705.
Burke, R. J. & Ng, E. (2006). The changing nature of work and organizations: implications for human resource management. Human Resource Management Review, 16, 86-94. Doi: 10.1016/j.hrmr.2006.03.006
Cascio, W. F. & Montalegre, R. (2016). How technology is changing work and organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3, 349-375
Clark, S. C. (2000). Work-Family border theory: A new theory of wok/family balance. Human Relations, 53, 747-770. Doi 10.1177/0018726700536001
Perrigino, M. B., Dunford, B.B.., & Wilson, K.S. (2018).Work?family backlash: The ?dark side? of work?life balance (WLB) policies. The Academy of Management Annals 12(2), 600-630. Doi: 10.5465/annals.2016.0077
Redman, T. & Wilkinson, A. (2006). Contemporary Human Resource Management. Prentice Hall
Kreiner, G. E. (2006). Consequences of work-home segmentation or integration: a person-environment fit perspective. Journal of Organizational Behavior, 27, 485-507
Hosie, P., Kingshott, R. P., & Sharma, P. (2017). Determinants of mental health in the workplace. In C. L. Cooper & M. P. Leiter The Routledge Companion to Wellbeing at Work (pp. 55-69). Routledge
Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26(3), 181-197.
Rubery, J., Keizer, A. & Grimshaw, D. (2016) Flexibility bites back: the multiple hidden costs of flexible employment policies. Human Resource Management Journal, 26, 235-251. Doi: 10.1111/1748-8583.12092
Ruparel, N., Dhir, A., Tandon, A., Kaur, P., & Islam, J. U. (2020). The influence of online professional social media in human resource management: A systematic literature review. Technology in Society, 63, 101335.
Kahn, J. P. Workplace Mental health quality (2003). In J. P. Khan & A. M. Langlieb. Mental health and productivity in the workplace (pp.3-27). John Wiley and Sons
Kluemper, D. H., Mitra, A., & Wang, S. (2016). Social media use in HRM. In Research in personnel and human resources management. Emerald Group Publishing Limited.
Kreiner, G. E., Hollensbe, E. C., & Sheep, M. L. (2009). Balancing borders and bridges: Negotiating the work-home interface via boundary work tactics. Academy of management journal, 52(4), 704-730. Doi: 10.5465/AMJ.2009.43669916
Wilhelm, K., Kovess, V., Rios-Seidel, C., & Finch, A. (2004). Work and mental health. Social psychiatry and psychiatric epidemiology, 39(11), 866-873
Venema, T., & van Gestel, L. (2021). Nudging in the Workplace: Facilitating desirable behaviour by changing the environment. In R. Appel-Meulenbroek, & V. Danivska (Eds.), A Handbook of Theories on Designing Alignment between People and the Office Environment (pp. 222-235). Routledge.
Grunewald, M., Hammermann, A., & Placke, B. (2017). Human resource management and nudging: An experimental analysis on goal settings in German companies. International Journal of Economics and Finance, 9(9), 147-156.
Authors:
Reference:
Year:
Strategic and International Human Resource Management
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 international strategic contexts and challenges faced by organizations
PC1. Understanding HRM in the context of the organization and their environments
PC2. Alignment of HR strategies and the impact on business performance
PC3. HRM and organizational capabilities: service climate, relational coordination
PC4 HRM and dynamic capabilities: ambidexterity, organizational mindfulness
PC5. The Impact of National and Organizational Culture
PC6. International Employee Relations and Collective Communication
PC7: Managing Expatriation and Diversity in International Forms of Working
PC8: Globalising HRM
Periodic evaluation entails: an exam (60%); a group assignment (40%).
Students who fail the delivery of any assignment, who score below 7,5 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: Weick, K. and Sutcliffe, K. (2015). Managing the unexpected: Sustained performance in a complex world. New Jersey: John Wiley & Sons.
Nakata, C. (2009). Beyond Hofstede. Palgrave Macmillan.
Morrison, T. and Conaway, W. (2006). Kiss, bow or shake hands. Adams Media.
Schneider, B. et al. (2006). The climate of service: A review of the construct with implications for achieving CLV goals. Journal of Relationship Marketing, 5, 2/3, 1111-132.
O?Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74-83.
Gittell, J. (2011). New direction for relational coordination theory. In Cameron & Spreitzer (Eds), The Oxford handbook of positive organizational scholarship. Oxford University Press.
Brewster, C., et al. (2016). International human resource management. Kogan Page Publishers.
Authors:
Reference:
Year:
Title: Wood, G., Brewster, C. & Brookes, M. (2014). Varieties of HRM: A Comparative Study of the Relationship between Context and Firm. Routledge: London.
Vaiman, V. and Brewster, C (2015) How far do cultural differences explain the differences between nations? Implications for HRM International Journal of Human Resource Management 26 (2): 151-164
Thusman, M. et al. (2011). The ambidextrous CEO. Harvard Business Review, June, 75-80.
Pfeffer, J. (2005) Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19, 4, 95-106.
O?Reilly III and Tushman, M. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27, 324?338.
O?Reilly III and Tushman, M. (2008). Ambidexterity as a dynamic capability: Resolving the innovator?s dilemma. Research in Organizational Behavior, 28, 185-206.
Lengnick-Hall et al. (2011). Developing a capacity for organizational resilience through strategic HRM Human Resource Management Review, 21, 243-255.
Jiang et. al. (2012). How does human resource management influence organizational outcomes? Academy of Management Journal, 55, 6, 1264-1294.
Hong et al. (2013). Missing Link in the service profit chain. Journal of Applied Psychology, 98, 2, 237-267.
Hall, E. (1990). Beyond culture. Random House.
Festing, M., & Eidems, J. (2011). A process perspective on transnational HRM systems -- A dynamic capability-based analysis. Human Resource Management Review, 21(3), 162-173. doi:10.1016/j.hrmr.2011.02.002.
Ferreira, A., Matinez, L., Nunes F. G. e Duarte, H. (Eds) (2015). GRH para Gestores. Lisboa, RH Editora. Capítulo 3.
Buller, P. F. & McEvoy, G. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22, 43-56.
Brewster, C., Mayrhofer, W. & Farndale, E. (2016). A Handbook of Comparative Human Resource Management (2nd edition). Cheltenham: Edward Elgar.
Brewster et al. (2014). Exploring expatriate outcomes. International Journal of Human Resource Management, 25, 1921-1937.
Brewster et al. (2011). International Human Resource Management. (3rd edition), CIPD, Wimbledon.
Birkinshaw, J. and Gibson, C. (2004). Building ambidexterity into an organization. Sloan Management Review, Summer, 47-55.
Authors:
Reference:
Year:
Innovation and Organizational Change
This course intends to promote students learning the main concepts and theoretical models concerning organizational innovation and change processes, as well as methods for analyzing and implementing those processes.
The student that successfully completes this course will be able to:
a) Describe and compare theories on organizational innovation and change processes;
b) Explain psychological processes in organizational innovation and change processes
c) Identify psychosocial and organizational factors that may contribute to the effectiveness of the organizational innovation and change processes;
d) Use proficiently concepts and theoretical models to analyze problems on the implementation in organizations of the innovation and change and to be able to evaluate their effects.
1. Innovation and change in organizational dynamics
2. Types of organizational change
3. Models of organizational innovation and change
4. Planned and unplanned change.
5. Planning steps for creative and change management processes
6. Implementing organizational change
7. Organizational learning and innovation
8. Evaluation of innovation and change management
Periodic Evaluation:
- Group assignment (35%)
- Change management simulator (15%)
- 1 Individual assignment (50%)
During 1st sitting phase there is no exam option.
The grade of the group assignment will not be considered for 2nd sitting exam.
Title: Anderson, D. L. (2016). Organizational Development - The Process of Leading Organizational Change (4th Edition). Sage
Burke, W.W. (2017). Organization Change - Theory and Practice. Sage.
Cameron, E. & Green, M. (2015). Making sense of change management - A complete guide to the models, tools and techniques of organizational change. Kogan Page.
Costa, C. G., Zhou, Q., & Ferreira, A. I. (2018). The impact of anger on creative process engagement: The role of social contexts. Journal of Organizational Behavior, 39(4), 495?506.
Kim, W.C. & Mauborgne, R. (2015). Blue Ocean Strategy. Boston: Harvard Business Press.
Weick, K. E. & Quinn, R.E. (1999). Organizational Change and Development. Ann.l Review Psychology, (50), 361-386.
Tidd, J. & Bessant, J.R. (2018). Managing Innovation: Integrating Technological, Market and Organizational Change. New York: Wiley.
Authors:
Reference:
Year:
Title: Agyris, C. (1995). Action science and organizational learning. Journal of Managerial Psychology, 10 (6), 20-26.
Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. J. Personality Soc. Psych. 45 357-376.
Amabile, T. M. (1988). A model of creativity and innovation in organizations. In B. M. Staw, L. L. Cummings, (Eds.)(pp. 123-167), Research in Organizational Behavior, 10. : JAI Press.
Amore, M. D., & Failla, V. (2020). Pay Dispersion and Executive Behaviour: Evidence from Innovation. British Journal of Management, 31(3), 487?504.
Anderson, N., Potocnik, K., & Zhou, J. (2014). Innovation and creativity in organizations a state-of-the-science review, prospective commentary, and guiding framework. J. of Management, 40(5), 1297-1333.
Baldé, M., Ferreira, A. I., & Maynard, T. (2018). SECI driven creativity: the role of team trust and intrinsic motivation. Journal of Knowledge Management, 22(8), 1688?1711. https://doi.org/10.1108/JKM-06-2017-0241
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.
Cheung-Judge, M. Y. & Holbeche (2015). Organization Development - A practioner's guide for OD and HR. KoganPage.
Coelho, F. J., Lages, C. R., & Sousa, C. M. P. (2018). Personality and the creativity of frontline service employees: Linear and curvilinear effects. The International Journal of Human Resource Management, 29(17), 2580?2607.
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.
Ferreira, A. I. & Martinez, L. F. (2008). Manual de Diagnóstico e Mudança Organizacional. Lisboa: Edit. RH.
Ferreira, J. M. C., Neves, J., Caetano, A. (2011). Manual de Psicossociologia das Organizações. Escolar Editora.
Lin, C. (Veronica), Shipton, H., Teng, W., Kitt, A., Do, H., & Chadwick, C. (2022). Sparking creativity using extrinsic rewards: A self?determination theory perspective. Human Resource Management. https://doi.org/10.1002/hrm.22128
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.
Mel Hua, Harvey, S., & Rietzschel, E. F. (2022). Unpacking ?Ideas? in Creative Work: A Multidisciplinary Review. Academy of Management Annals, 16(2), 621?656. https://doi.org/10.5465/annals.2020.0210
Ng, T. W. H., Shao, Y., Koopmann, J., Wang, M., Hsu, D. Y., & Yim, F. H. K. (2022). The effects of idea rejection on creative self?efficacy and idea generation: Intention to remain and perceived innovation importance as moderators. Journal of
Organizational Behavior, 43(1), 146?163. https://doi.org/10.1002/job.2567
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. https://doi.org/10.1037/a0021100
Post, C., Lokshin, B., & Boone, C. (2022). What Changes After Women Enter Top Management Teams? A Gender-Based Model of Strategic Renewal. Academy of Management Journal, 65(1), 273?303. https://doi.org/10.5465/amj.2018.1039
Remneland Wikhamn, B., Styhre, A., & Wikhamn, W. (2022). Hrm work and open innovation: Evidence from a case study. The International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2022.2054285
Schubert, T., & Tavassoli, S. (2020). Product Innovation and Educational Diversity in Top and Middle Management Teams. Academy of Management Journal, 63(1), 272?294.
Sung, S. Y., & Choi, J. N. (2018). Building knowledge stock and facilitating knowledge flow through human resource management practices toward firm innovation. Human Resource Management, 57(6), 1429?1442.
Sung, S. Y., & Choi, J. N. (2019). Contingent effects of workforce diversity on firm innovation: High-tech industry and market turbulence as critical environmental contingencies. The International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2019.1579243
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.
Thomas, K., & Allen, S. (2006). The learning organisation: a meta-analysis of themes in literature. The Learning Organization, 13(2), 123-139.
To, M. L., Fisher, C. D., Ashkanasy, N. M., & Zhou, J. (2021). Feeling differently, creating together: Affect heterogeneity and creativity in project teams. Journal of Organizational Behavior, 42(9), 1228?1243. https://doi.org/10.1002/job.2535
West, M.A. & Farr, J.L. (Eds) (1990). Innovation and Creativity at Work: Psychological and Organizational Strategies. Wiley.
Xiao, T., Makhija, M., & Karim, S. (2022). A Knowledge Recombination Perspective of Innovation: Review and New Research Directions. Journal of Management, 48(6), 1724?1777. https://doi.org/10.1177/01492063211055982
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.
Zhou, J. & Hoever, I. GJ. (2014). Research on Workplace Creativity: A Review and Redirection. Annu. Rev. Psychol. Organ. Behav., 1, 333-59.
Zhu, D. H., Liangding, J., & Fei, L. (2022). Too Much on the Plate? How Executive Job Demands Harm Firm Innovation and Reduce Share of Exploratory Innovations. Academy of Management Journal, 65(2), 606?633. https://doi.org/10.5465/amj.2019.0334
Authors:
Reference:
Year:
Human Resource Systems and Rewards Management
1. Know the contexts and main theories about HR Systems
2. Define specific policies of performance management, careers and rewards;
3. Define and implement reward structures;
4. Make communication plans to implement control and reward systems;
1. Introduction
- Strategic HR and HR systems
- Explanatory theories about HR Systems' dynamics and effects
- HR indicators
2. Integration of HR systems
- Formal and socio-ideological controls on organizations
- Types of control and performance management.
- Career management based on jobs and competence schemes.
- Careers based on job evaluation
- Careers based on competences
3. Reward management and communication about HR Systems.
- Define reward structures
- Types of rewards
- Internal equity and reward structures
- Applying concepts of equity and equality.
- Pay dispersion and compensation policies
- Implementing reward structures and calculating financial impacts
- Labor market and external equity
- Gender pay gap
- Organizational communication and HR Systems
- Group assignment: the weight of this assignment to the final grade is 50%.
- Individual assignment: the weight of this assignment to the final grade is 50%..
- Students who fail the delivery of any assignment, that take under 9 values in any of the assignments or that have more than 33% of absenteeism will be excluded from periodic evaluation.
Students excluded from periodic evaluation can make an individual assignment corresponding to 100% of the final grade
Title: - Snell, S. e Youndt, M. (1995). Human resource management and firm performance: Testing a contingency model of executive controls. Journal of Management, 21 (4), 711-737.
- Rothwell, W., Jackson, R. Ressler. C. Jones, M. e Beower, M. (2015). Career planning and sucession management. Praeger
- Milkovich, G., Newman, J. e Gerhart (2014) Compensation. McGraw Hill
- Kabanoff, B. (1991). Equity, equality, power, and conflict. Academy of Management Review, 16 (2), 416-441.
- Fletcher, C. (2008). Appraisal, Feedback and Development: making performance review work. Routledge
- Costa, T., Duarte, H. e Palermo, O. (2014). Control mechanisms and perceived organizational support: Exploring the relationship between new and traditional forms of control. Journal of Organizational and Change Management, 27 (3), 407-429.
- Boselie, P. (2014). Strategic Human Resource Management: A balanced approach. McGraw Hill
Authors:
Reference:
Year:
Title: - White, G & Druker. (2000). Reward Management. A critical text. Routledge.Grote, R. C. (2002). The performance appraisal question and answer book: A survival guide for managers, New York: American Management Association.
- Williams, M., McDaniel, M. and Nguyen, N. (2006). A meta-analysis of the antecedents and consequences of pay level satisfaction. Journal of Applied Psychology, 91(2), 392-413
- Weichselbaumer, D. & Winter?Ebmer, R. (2005), A Meta?Analysis of the International Gender Wage Gap. Journal of Economic Surveys, 19, 479-511.
- Townley, B. (1993). Foucault, power/knowledge, and its relevance for human resource management. Academy of Management Review, 18 (3), 518-545.
- Thompson, P. (2011), The trouble with HRM. Human Resource Management Journal, 21, 355-367
- O'Connor, E.P. & Crowley-Henry, M. (2017) Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature. Journal of Business Ethics , 156 (4), 903-917.
- Murphy K. e Cleveland, J. (1995). Understanding performance appraisal. Sage Publications.
- Morand, D. & Merriman, K. (2012). "Equality Theory" as a Counterbalance to Equity Theory in Human Resource Management. Journal of Business Ethics. 111. 133-144
- Melé, D (2014). ''Human Quality Treatment'': Five Organizational Levels. Journal of Business Ethics, 120, 457-471.
- Marin-Garcia, J. & Tomas, J. (2016). Deconstructing AMO framework: A systematic review. OmniaScience 12 (4), 1040-1087.
- Mahy, B., Rycx, F. & Volral (2011), Does Wage dispersion make all firms productive?. Scottish Journal of Political Economy, 58 (4), 455-489.
- Lucas, K. (2015). Workplace dignity: Communicating inherent, earned and remediated dignity. Journal of Management Studies, 52 (5), 621-646
- Lewis, A., Crdy, R. & Huang, L. (2019) Institutional theory and HRM: A new look, Human Resource Management Review, 29 (3), 316-335
- Iqbal, M. Z., Akbar, S. & Budhwar, P. (2015), Effectiveness of Performance Appraisal. International Journal of Management Reviews, 17: 510-533.
- Guthrie, J. (2007). Remuneration: Pay effects at wotk. In P. Boxall, J. Purcell e P. Wright (eds) The Oxford handbook of human resource management. Oxford University Press
- Gunz, H. e Peiperl, M. (2007). Handbook of career studies. Sage Publications
- Grote, R. (2002). The performance appraisal question and answer book: A survival guide for managers, New York: American Management Association.
- Godard, J. (2014), Psychologisation of employment relations?. Human Resource Management Journal, 24: 1-18.
- Garbers, Y. & Konradt, U. (2014). The effect of financial incentives on performance: A quantitative review of individual and team-based financial incentives. Journal of Occupational Organizational Psychology, 87, 102-137.
- Gabriel, Y. (1999). Beyond Happy Families: A Critical Reevaluation of the Control-Resistance-Identity Triangle. Human Relations, 52(2), 179?203
- Erdogan, B.Z. (2002). Antecedents and consequences of justice perceptions in performance appraisals. Human Resource Management Review 12 555-578
- Duarte, H., Palermo, O. & Arriaga, P. (2018). The role of emotions in the control-resistance dyad. Scandinavian Journal of Management, 34 91-102.
- Duarte, H. & Lopes, D. (2018) Career stages and occupations impacts on workers motivations. International Journal of Manpower, 39 (5), 746-763
- Downes, P., & Choi, D. (2014). Employee reactions to pay dispersion: A typology of existing research. Human Resource Management Review 24 (1), 53-66
- Cropanzano, R., Anthony, E., Daniels, S. & Hall (A. 2017). Social Exchange Theory: A Critical Review with Theoretical Remedies. Academy of Management Annals 11(1), 479-516
- Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. The Academy of Management Perspectives, 21(4), 34-48.
- Condly, S. J., Clark, R. E. and Stolovitch, H. D. (2003), The Effects of Incentives on Workplace Performance: A Meta-analytic Review of Research Studies. Performance Improvement Quarterly, 16, 46-63
- Colquitt, Jason A.,Conlon, Donald E.,Wesson, Michael J.,Porter, Christopher O. L. H.,Ng, K. Yee (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425-445
- Colquitt J., Scott B., Rodell J., Long D., Zapata C., Conlon D., & Wesson M. (2013). Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. Journal of Applied Psychology, 98(2),199-236.
- Chiang, F. F. T., & Birtch, T. (2007). The transferability of management practices: Examining cross-national differences in reward preferences. Human Relations, 60(9), 1293?1330.
- Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980-1008
- Brown, D. & Armstrong, M. (1999). Paying for performance: Real performance-related pay strategies. Kogan Page
- Brewster, C., Gooderham, P. & Mayrhofer, W. (2016) Human resource management: the promise, the performance, the consequences. Journal of Organizational Effectiveness ? People and Performance, 3 (2), 181-190.
- Boxall, P. & Purcell (2016). Strategy and Human Resource Management. Palgrave
- Bishu, S. & Alkadry, M. (2017). A systematic revie of the gender pay gap and factors that predict it. Administration and Society, 49(1), 65-104.
- Barnes-Farrell, J. & Lynch, A. (2003). Performance appraisal and feedback programs. In Edwards, J. E., Scott, J. C., & Raju, N. S. The human resources program-evaluation handbook (pp. 154-176). : SAGE Publications,
- Bennett, W., Lance, C. e Whoer, D. (2006). Performance Measurement: Current perspectives and future challenges. Lawrence Erlbaum
- Barley, S., & Kunda, G. (1992). Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse. Administrative Science Quarterly, 37(3), 363-399.
- Arthur, M., Hall, D. e Lawrence, B. (1989). Handbook of career theory. Cambridge University Press
- Armstrong M. e Cummins A. (2008). Valuing roles. Kogan Page
Authors:
Reference:
Year:
Human Resource Management Research: Quantitative Data Analysis
The students at the end of this course will be able to:
LG1: Select the appropriate data collection and data analysis methods, given the problem under analysis, the objectives and the type of data available.
LG2: Use the statistical package SPSS to analyse data.
LG3: Interpret the results obtained from analysing the data.
S1: Research process in HR
S2: Exploratory descriptive data analysis
S3: Hypothesis testing
S4: Principal components analysis
S5: Multiple linear regression
Periodic Evaluation
One written individual test (60%); a report-group coursework (40%) of a case with SPSS. The minimum grade for each part is 7.5 out of 20.
1st Sitting Exam or Resit Exam
An individual exam with 2 parts: theory (60%) and SPSS (40%). The minimum grade for each part is 7.5 out of 20.
Title: 1. Field, A. (2017). Discovering statistics using IBM SPSS statistics (5th ed.). Sage.
2. Robson, C., & McCartan, K. (2016). Real world research (4ª ed.). Wiley.
3. Newbold, P., Carlson, W. L., & Thorne, B. M. (2023). Statistics for business and
economics (10ª ed. Global Edition). Pearson Education Limited.
Authors:
Reference:
Year:
Title: 1. Laureano, R. e Botelho, M. C. (2017). SPSS statistics: o meu Manual de Consulta Rápida (3ª ed.). Edições Sílabo.
2. Laureano, R. (2022). Testes de hipóteses com o IBM SPSS statistics: o meu Manual de Consulta Rápida (3ª ed.). Edições Sílabo.
3. Marôco, J. (2021). Análise estatística com o SPSS Statistics (8ª ed.). ReportNumber.
4. Silva, M. G. Apontamentos de apoio à UC de Investigação em Gestão de Recursos Humanos: Análise de Dados Quantitativos do Mestrado em Gestão de Recursos Humanos e Consultadoria Organizacional.
Authors:
Reference:
Year:
Consulting and Diagnosis Techniques
Thus, this course aims to:
LG1-Formulate a critical and integrated view about organizational consulting
LG2-Establish and manage a consulting process identifying the phases of the same according the perspective of action research
LG3-Develop and maintain a working alliance with the client, communicating, influencing and managing disagreements
LG4-Integrate the professional ethics in the performance of an organizational consultant and evaluate the different aspects related with the human resources consulting
PC1-Conceptualisations and models of organizational consulting
PC2-Identification, management and evaluation of a process of consultation and its results
PC3-Individual skills, technical and relational required for the maintenance of the working alliance with the client
PC4-Professional ethics and human resources consulting
Class participation (10%); group work (written report), (40%); written test individual, focusing on any given matter (50%).
The approval is obtained from the weighted average of 3 components equal to or exceeding 9.5 and values equal to or greater than 8 values in each one of the components.
At the others modality of evaluation, exists only an instrument rating (100%) with the minimum criterion of 9.5 values to have a positive result.
Title: .Sadler, P. (2001). Management Consultancy: a handbook for best practice. Kogan Page Publishers.
.Wilkinson, J. W. (1986). Handbook of management consulting services. New York: McGraw-Hill.
.Kubr, M. (2002). Management consulting: A guide to the profession. International Labour Organization.
.Burtonshaw-Gunn, S. (2010). Essential tools for management consulting: tools, models and approaches for clients and consultants. John Wiley & Sons.
.Neves, J., Garrido, M. & Simões, E. (2015). Manual de competências pessoais, interpessoais e instrumentais: Teoria e prática. 3ª Edição. Lisboa: Edições Sílabo.
Authors:
Reference:
Year:
Title: Weiss, A. (2002). Process Consulting: How to launch, implemente and conclude successful consulting projects. San Francisco, Jossey -Bass/Pfeiffer.
Schein, Edgar (2009) Helping: how to offer, give and receive help: Understanding effective dynamics in one-to-one, group, and organizational relationships. San Francisco: Berrett-Koehler
L. Greiner, F. Poulfelt & L.Bennigson, (2005) Handbook of Management Consulting: The Contemporary Consultant: Insights from World Experts, Thomson South-Western.
Howard, A. (1994). Diagnosis for organizational change: methods and models. New York: The Guilford Press
Haslebo, G. & Haslebo, M. L. (2012) Practicing relational ethics in organizations Chagrin Falls, Ohio: Taos Institute Publications
Freedman, A. M.& Zackrison, R. E. (2001). Finding your way in the consulting jungle: A guidebook for organization development practitioners, San Francisco: Jossey-Bass/Pfeiffer
Ferreira, A.I. & Martinez, L.F. (2008). Manual de Diagnóstico e Mudança Organizacional. Lisboa: RH Editora
Coghlan, D. & Brannick, T. (2005). Doing Action Research in Your Own Organization, 2nd ed. London: Sage Publications
Buono, A. G. & Jamieson, D. W, (eds). (2010). Consultation for organizational change. Charlotte, NC: Information Age Publishing, Inc.
Block, P. (2011). Flawless consulting: A guide to getting your expertise used, 3ª ed., San Francisco, Jossey -Bass.
Authors:
Reference:
Year:
Leadership Development, Decision Processes and Negotiation
LG1. Describe the main approaches of leadership
LG2. Know the key competencies of leadership in dynamic contexts
LG3. Analyze the exercise of leadership as a process of group decision-making and negotiation
LG4. Know intervention techniques to promote leadership development
SC1. Leadership approaches
SC2. Leadership and decision making
SC3. Group decision making and negotiation processes
SC4 . Intervention techniques for leadership development
Final grade will be based on:
1) Participation and final result in the Management Simulation (30%)
2) Group work - with a report and oral presentation(40%)
3) Individual written test (30%).
The approval is obtained with the weighted average of the three components of the evaluation with a grade equal to or higher than 9.5 values and equal to or greater than 8 values in each of the evaluation components. Being a UC with strong laboratory component there is no final Exam (special season).
Title: Kouzes, J., & Posner, B. (2012). Leadership: The Leadership Challenge. New Jersey: John Wiley & Sons, Inc.
Northouse, P. G. (2013). Leadership: Theory and Practice. Thousand Oaks: Sage.
Russo, J. E., & Schoemaker, P. J. (2002). Decisions: Winning decisions. Danvers, MA: Crown Business
Thompson, L. (2008). The truth about negotiations. New Jersey: Pearson Inc.
Yukl, G.(2009).Leadership in organizations, (7th ed.).Englewood Cliffs, NJ:Prentice Hall.
Authors:
Reference:
Year:
Title: Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82.
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17(3), 288-307.
Marques-Quinteiro, P., Rico, R., Passos, A. M., & Curral, L. (2019). There is light and there is darkness: On the temporal dynamics of cohesion, coordination and performance in business teams. Frontiers in Psychology. doi: 10.3389/fpsyg.2019.00847
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A Temporally Based Framework and Taxonomy of Team Processes. Academy of Management Review, 26(3), 356?376.
Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 36(1), 5?39.
Santos, C. M., Passos, A. M., Uitdewilligen, S., & Nübold, A. (2016). Shared temporal cognitions as substitute for temporal leadership: An analysis of their effects on temporal conflict and team performance. The Leadership Quarterly, 27(4), 574?587.
Shuffler, M. L., Diaz-Granados, D., Maynard, M. T., & Salas, E. (2018). Developing, Sustaining, and Maximizing Team Effectiveness: An Integrative, Dynamic Perspective of Team Development Interventions. Academy of Management Annals, 12(2), 688–724. doi:10.5465/annals.2016.0045
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451?483.
Authors:
Reference:
Year:
Organizational Intervention Techniques
This course aims to provide students with the learning of intervention methodologies in organizations.
Students who successfully complete this course will be able to:
LG1. Identify needs for organizational intervention;
LG2. Develop strategies and processes for organizational intervention;
LG3. Evaluate the effectiveness of organizational interventions;
PC 1- From diagnosis to intervention: identifying needs
PC 2- Design, strategy and levels of organizational intervention
PC 3- Methods and techniques of organizational intervention
PC 4- Evaluation and reporting organizational intervention
Periodic evaluation:
Students must attend at least 80% of the classes and achieve these assignments:
- Group Assignment + Presentation: The weight is 40%.
- Individual test: the weight is 60%.
Minimum grade required in an individual exam to pass the course: 9.5 points.
Exame Option:
Final exam (100% of the final grade). The grade of the group assignment will not be considered for exam option and grade improvement.
Title: Anderson, D. L. (2012). Organizational development: the process of leading organizational change. California: Thousand Oaks
French, W. L. & Bell, C. H. (1998). Organizational development: Behavioral science interventions for organization improvement, 4th ed. Englewood Cliffs, NJ: Prentice-Hall.
Van de Ven, A. H., e Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20, 510-540
Rousseau, D. & Barends, E. (2011). Becoming an evidence ?based HR practitioner. Human Resource Management Journal, 21 (3), 221-235.
Authors:
Reference:
Year:
Title: Lewin, K. (1951/1965). Teoria de campo em ciência social. S. Paulo: Livraria Pioneira Editora.
Millsap, R. E. e Hartog, S. B. (2001). Alpha, Beta, and Gamma Change in Evaluation Research: A Structural Equation Approach. Journal of Applied Psychology, 73, 3, 574-584.
Levinson, H. 2013. Organizational Assessment: A Step-by-Step Guide to Effective Consulting. Washington, DC: American Psychological Association.
Saunders, M., Lewis, P. & Thornill, A. (2003). Research methods for business students. Upper Saddle River: Prentice Hall
Cameron, E. & Green, M. (2012). Making sense of change management - A complete guide to the models, tools and techniques of organizational change. London: Kogan Page.
Authors:
Reference:
Year:
Human Resource Attraction, Selection and Development
LG1. To implement and conduct an effective recruitment and selection process
LG2. To develop talent management programs
LG3. To implement and conduct a training project;
LG4. To implement systems that facilitate the transfer of information in organizations;
LG5. To identify new technology and the potential of e/b/m-learning in organizational development;
1. Planning for effective recruitment and selection, employer branding
2. Recruitment
3. Research and practice in employee selection and HR digital transformation
4. Employee retention and talent management: Managing employee performance
5. Training and development
. Developing training Programs
. E/B/M-Learning and its implementation
. Diversity and Learning Processes
. Training assessment
Periodic evaluation (only in the 1st phase):
- Group assignment (40%)
- Individual test (60%)
Exam Option (only in the 2nd phase):
Final written exam in the 2nd Phase (100% of the final grade).
Title: 1. Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal Of Applied Psychology, 102(3), 305-323.
2. Biswas, M., & Suar, D. (2016). Antecedents and Consequences of Employer Branding. Journal Of Business Ethics, 136(1), 57-72.
3. Cook, M. (2016). Personnel selection: adding value through people . London: Wiley
4. Eubanks, B. (2019). Artificial Intelligence for HR. Kogan.
5. Goldstein, H.W., Pulakos, E.D., Passmore, J., & Semedo, C. (2017). The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention. Wiley.
6. Kozlowski, S.W.J. & Salas, E. (2012). Learning, training and development in organizations. New York: Routledge
7. Ployhart, R. E., Schmitt, N., & Tippins, N. T. (2017). Solving the Supreme Problem: 100 years of selection and recruitment at the Journal of Applied Psychology. Journal Of Applied Psychology, 102(3), 291-304.
Authors:
Reference:
Year:
Title: 1. Aguinis, H., & Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psycholog, 60, 451-474.
2. Alvelos, R., Ferreira, A. I., & Bates, R. (2015). The mediating role of social support in the evaluation of training effectiveness. European Journal Of Training & Development, 39(6), 484-503.
3. Baum, M., & Kabst, R. (2014). The Effectiveness of Recruitment Advertisements and Recruitment Websites: Indirect and Interactive Effects on Applicant Attraction. Human Resource Management, 53(3), 353-378.
4. Bezrukova, K., Spell, C. S., Perry, J. L., & Jehn, K. A. (2016). A Meta-Analytical Integration of Over 40 Years of Research on Diversity Training Evaluation. Psychological Bulletin, 142(11), 1227-1274.
5. Chen, H., Holton, E. I., & Bates, R. (2005). Development and Validation of the Learning Transfer System Inventory in Taiwan. Human Resource Development Quarterly, 16(1), 55-84.
6. Elosua, P., Aguado, D., Fonseca-Pedrero, E., Abad, F. J., & Santamaría, P. (2023). New trends in digital technology-based psychological and educational assessment. Psicothema, 35(1), 50–57.
7. Jackson, S. R. (2023). (Not) Paying for Diversity: Repugnant Market Concerns Associated with Transactional Approaches to Diversity Recruitment. Administrative Science Quarterly, 68(3), 824–866. https://doi.org/.1177/00018392231183649
8. Kazmi, M. A., Spitzmueller, C., Yu, J., Madera, J. M., Tsao, A. S., Dawson, J. F., & Pavlidis, I. (2022). Search committee diversity and applicant pool representation of women and underrepresented minorities: A quasi-experimental field study. Journal of Applied Psychology, 107(8), 1414–1427. https://doi.org/10.1037/apl0000725
9. Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal Of Applied Psychology, 102(12), 1686-1718.
10. Lievens, F. (2007). Employer branding in the Belgian Army: The importance of instrumental and symbolic beliefs for potential applicants, actual applicants, and military employees. Human Resource Management, 46(1), 51-69.
11. Lourenco, D., & Ferreira, A. I. (2019). Self-Regulated Learning and Training Effectiveness. International Journal of Training and Development, 23(2), 117?134.
12. McCarthy, J. M., Van Iddekinge, C. H., Lievens, F., Kung, M., Sinar, E. F., & Campion, M. A. (2013). Do candidate reactions relate to job performance or affect criterion-related validity? A multistudy investigation of relations among reactions, selection test scores, and job performance. Journal of Applied Psychology, 98(5), 701-719.
13. O'Meara, B. & Petzall, S. (2013). Handbook of strategic recruitment and selection. Bingley, UK: Emerald
14. Sackett, P. R., Dahlke, J. A., Shewach, O. R., & Kuncel, N. R. (2017). Effects of predictor weighting methods on incremental validity. Journal Of Applied Psychology, 102(10), 1421-1434.
15. Sackett, P. R., Lievens, F., Van Iddekinge, C. H., & Kuncel, N. R. (2017). Individual differences and their measurement: A review of 100 years of research. Journal Of Applied Psychology, 102(3), 254-273.
16. Sackett, P. R., Shewach, O. R., & Keiser, H. N. (2017). Assessment centers versus cognitive ability tests: Challenging the conventional wisdom on criterion-related validity. Journal Of Applied Psychology, 102(10), 1435-1447.
17. Santos, J. P., Caetano, A., & Tavares, S. M. (2015). Is training leaders in functional leadership a useful tool for improving the performance of leadership functions and team effectiveness?. Leadership Quarterly, 26(3), 470-484.
18. Sen, S. (2020). Digital HR Strategy: Achieving sustainable transformation in the digital age. Kogan.
19. Velada, R., Caetano, A., Bates, R., & Holton, E. (2009). Learning transfer -- validation of the learning transfer system inventory in Portugal. Journal Of European Industrial Training, 33(7), 635-656.
20. Wolfson, M. A., Tannenbaum, S. I., Mathieu, J. E., & Maynard, M. T. (2018). A Cross-Level Investigation of Informal Field-Based Learning and Performance Improvements. Journal Of Applied Psychology, doi:10.1037/apl0000267
Authors:
Reference:
Year:
Human Resource Analytics and Internal Auditing
LG1.Understand and integrate concepts as Workforce Planning, HR Scorecards, HR Metrics, Internal Auditing, HR Analytics;
LG2. Correlate concepts of organizational strategy and analysis and metrics of Human Capital with the value creation for the business;
LG3. Build in a systematic way the most relevant HR metrics for strategic execution, using support tools;
LG4. Identify the models and real exemples of HR Metrics and Internal HR Audit and build references on their practical applications in the national and international business market;
LG5. To setup a HR internal auditing and continuous improvement process.
C1. The growing importance of Human Capital Metrics - History and evolution
C2. Fundamental concepts on HR Analytics - Workforce Planning, HR Scorecards, HR Metrics and Analytics, Internal Auditing, Big Data
C3. From "Internal HR Metrics" to the external application of the concept in order to create value for the business
C4. Frameworks for HR Analytics
C5. Understanding and interpretation of HR metrics
C6. Workforce Planning Models
C7. Internal HR Audit
C8. Exercises and case-studies
- Attendance/participation of the student (10%);
- Group assignment (portfolio): 50%. The students will have to approach a company and make a diagnosis of data to work on HR Metrics relevant for the company.
- Individual Assignment - Test -: 40%
Students must attend 80% of the classes.
Title: Marler, J. H., & Boudreau, J. W. (2017). An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), 3-26.
Huselid, M. A. (2018). The science and practice of workforce analytics: Introduction to the HRM special issue. Human Resource Management, 57(3), 679-684.
Fitz-Enz, J., & Mattox, I. I. (2014). Predictive analytics for human resources. John Wiley & Sons.
Fitz-Enz,J.(2010).The New HR Analytics: Predicting the Economic Value of Your Company's Human Capital Investments. New York: Amacom.
Boudreau, J. W., & Ramstad, P. M. (2006). Talentship and HR measurement and analysis: From ROI to strategic, human resource planning. Human resource planning, 29(1), 25-33.
Bassi,L.; Carpenter,R.& McMurrer,D.(2012).HR Analytics Handbook. Reed Business: Amsterdão.
Angrave, D.,et al. (2016). HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26(1), 1-11.
Authors:
Reference:
Year:
Title: Ulrich, D. & Huselid, M.A. (2001). The HR Scorecard: Linking People, Strategy and Performance. Boston: Harvard Business School Press.
Ulrich, D. & Brockbank, W. (2005). The HR Value Proposition. Boston: Harvard Business School Press.
Rasmussen, T., & Ulrich, D. (2015). Learning from practice: how HR analytics avoids being a management fad. Organizational Dynamics, 44(3), 236-242.
Lawler,E.& Mohrman,S.(2003).HR as a Strategic Partner: What Does It Take to Make it Happen? Human Resource Planning,26 (3),15-29.
Kaplan, R. & Norton, D. (1996). The Balanced Scorecard, Boston: Harvard Business School Press
Hill, S & Houghton, E. (2018). Getting started with people analytics: a practitioners? guide. CIPD
Cascio, W., & Boudreau, J. (2011). Investing in People: the financial impact of human resource initiatives (2nd ed.). New Jersey: FT Press.
Ben-Gal, H. C. (2019). An ROI-based review of HR analytics: practical implementation tools. Personnel Review.
Becker, B. Huselid, M. & Ulrich, D. (2001). The HR Scorecard: Linking People, Strategy and Performance. Boston: Harvard Business School Press.
Beatty, R., Becker, B. & Huselid, M. (2005). Scorecard para Recursos Humanos. Elsevier
Authors:
Reference:
Year:
Regulation and Labour Markets
1. Compare the competitive and institutional approaches
2. Describe labour market institutions
3. Discriminate macro and micro level regulations
4. Examine labour market institutions indicators
5. Understand how labour markets are shaped by collective institutions
6. Analyse the implications of institutions on labour market outcomes
1. Competitive labour market model
2. The institutionalist tradition in labour economics
3. Labour market regulation:
3.1. The debate on minimum wages
3.2. Employment protection legislation and the OECD EPL index
3.3. Unions, collective bargaining and industrial democracy
3.4. Labour market policies
4. Internal labour markets and labour market segmentation.
5. Technological evolution, digitalization, employment and work.
Continuous assessment. Students enrolled in the continuous assessment must attend at least 80% of the classes and do the following assignments:
- Individual test: 65%; minimum grade of 8.
- Presentation in class: 35%.
Final exam regime: Final exam (100% of the final grade). Grades obtained in the continuous assessment will not be considered for the final exam regime option.
Title: - Borjas, G. (2015) Labour Economics, Boston: McGraw-Hill International Edition (7th edition).
- Bosworth, D., Dawkins, P. and Stromback, T. (1996) The Economics of the Labour Market, Harlow and England: Addison Wesley Longman Limited.
- Champlin, D.P. and Knoedler, J. (2017) The Institutionalist Tradition in Labour Economics, London: Routledge.
Kaufman, B.E. and Hotchkiss, J. (2002) The Economics of Labour Market, USA: South-Western College Pub (6th edition).
- Lopes, H., Cerejeira, J. (Coords), Sousa, S., Suleman, F., Marques, P. e Figueiredo, H. (2023) Economia do Trabalho: Mercados e Instituições, Almedina.
Authors:
Reference:
Year:
Title: - Carvalho da Silva, M., Hespanha, P. and Castro Caldas, J. (Coords.) (2017) Trabalho e Políticas de Emprego: Um Retrocesso Evitável, Coimbra: Actual.
- Centeno, M. (2013) O Trabalho: Uma Visão de Mercado, Lisboa: Fundação Francisco Manuel dos Santos.
- Doeringer, P. and Piore, M. (1971) Internal Labour Markets and Manpower Analysis, Lexington MA: Heath Lexington Books.
- Grimshaw, D., Ward, K., Rubery, J. and Beynon, H. (2001) ‘Organisations and the transformation of the internal labour market’, Work, Employment and Society, 15(1): 25-54.
- Hyman, R. (2001) Understanding European Trade Unionism, London: SAGE.
- Kaufman, B. (1997) Government Regulation of the Employment Relationship, Cornell University Press.
- Kaufman, B. (2010) ‘Institutional Economics and the Minimum Wage: Broadening the theoretical and policy debate’, Industrial and Labor Relations Review, 63(3): 427-453.
- Kerr, C. (1954) ‘The balkanisation of labor markets’. In: Bakke, E., Hauser, P., Palmer, G., Myers, C., Yolder, D. e Kerr, C., Labor Mobility and Economic Opportunity, Massachusetts Institute of Technology.
- Kluve, J. (2010) ‘The effectiveness of European active labor market programs’, Labor Economics, 17(6): 904-918. - Lindbeck, A and Snower, D. (2001) ‘Insiders versus outsiders’, Journal of Economic Perspectives, 15(1): 165-188.
- Morel, N., Palier, B. and Palme, J. (2012) Towards a Social Investment Welfare State, London: Policy Press.
- Osterman, P. (1984) (Ed) Internal Labor Markets, Cambridge: The MIT Press.
- Weil, D. (2014): The fissured workplace: why work become so bad for so many and what can be done to improve it, Cambridge: Harvard University Press.
- Wilkinson, A., Gollan, P., Marchington, M., and Lewin, D. (2010) ‘Conceptualizing Employee Participation in Organizations’. In: Wilkinson, A., Gollan, P., Marchington, M., and Lewin, D. (eds) The Oxford Handbook of Participation in Organizations, Oxford: Oxford University Press, pp. 4-26.
Authors:
Reference:
Year:
Seminar in Human Resource Management and Organizational Consultancy
LG1. Know how to define a research problem and research objectives and select appropriate research methods
LG1. Formulate research hypothesis and select and relevant research variables aimed at hypothesis testing
LG1. Conduct literature searches in order to maximize relevance and reliability
LG1. Use valid and reliable data gathering techniques
LG1. Select proper data analysis strategies
LG1. Write a research project using a scientific style
PC1. Introduction ? Differences between scientific and common sense knowledge
PC2.Major research processes
- Research phases
- Literature review
- Problem formulation
- Defining research objectives
- Conceptualizing variables and their relations
PC3. Data gathering
- Data gathering techniques
- Secondary information analysis
- Doing research in organizational settings
PC4. Data analysis
- Choosing appropriate data analysis techniques
PC5. Communication ? report organization and writing
The goal is for each student to develop a first version of his/her master's thesis (100%).
Students who are in periodic assessment must complete three assignments during the semester according to a schedule defined at the beginning of the semester. These assessments have the following weightings:
1st assignment- 20%
2nd assignment- 40%
3rd assinment- 40%
Title: Saunders, M., Lewis, P., & Thornhill, A. (2019) (8th Edition). Research methods for business students. Harlow: Prentice Hall.
Sandberg, J., & Alvesson, M. (2010). Ways of constructing research questions: gap-spotting or problematization? Organization, 18(1), 23-44. doi:10.1177/1350508410372151
Porter, L. W., & Schneider, B. (2014). What Was, What Is, and What May Be in OP/OB. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 1-21. doi:10.1146/annurev-orgpsych-031413-091302
Anderson, V. (2009). Research Methods in Human Resource Management. London: CIPD
Authors:
Reference:
Year:
Title: Rousseau, D. M., & Barends, E. G. R. (2011). Becoming an evidence-based HR practitioner. Human Resource Management Journal, 21(3), 221-235. doi:10.1111/j.1748-8583.2011.00173.x
Hart, C. (1999). Doing a literature review: Releasing the social science research imagination. London: Sage Publications.
Glasman-Deal, H. (2009). Science Research Writing for Non-Native Speakers of English. doi:10.1142/p605
Authors:
Reference:
Year:
Internship in Human Resource Management and Organizational Consultancy
LG1. To Be proactive in contacting institutions where the internship may take place;
LG2. Transfer theoretical and methodological knowledge to solving real problems;
LG3. Act maturely and show interpersonal skills during his/her integration in the work environment;
LG4. Respect the professional ethical norms;
LG5. Analyse critically all the activities developed during the internship;
LG6. Do a written report at the end of the internship abiding to the IBS rules
This course aims at preparing and supervising students in their contact with professional practices.Therefore,it aims to contribute to the transfer of previously acquired knowledge and skills to a professional and/or research context.
The nature of this course does not allow the definition of a specific program.In fact,more important than the acquisition of new knowledge if the ability to transfer previously held competencies to the pursuit of the internships goals.Therefore,this course is based on the individual work developed by the student and presented at the supervision sessions.
Despite the absence of a traditional program,some of the contents that will be taught include:
T1-Finding an institution for the internship.
T2-Professional relationships with colleagues and superiors in the workplace.
T3-Development of professional activities in the internship as Human Resources Manager and Consultant.
T4-To frame theoretically and to critically analyse the internship activities.
The periodic evaluation of this curricular unit will focus on the partial evaluations of the different phases of the seminar and the internship, as well as on the evaluation of the final report.
1) assessment by the supervisor in the organization 25%
2) Internship report 76%
In this course there is no second evaluation period or final exam.
Title: - Duarte, A., Nascimento, G, almeida, F. (2019). Gestão de Pessoas 4.0 - Entre a Continuidade e a Reinvenção (pp15-53). In Machado, C., Davim, J., (coords) Organização e Politicas Empresariais. Ed Atual, Almedina, Lisboa.
- Ferreira, A., Martinez, L. Nunes, F. e Duarte, H. (2015). GRH para Gestores. Lisboa: Editora RH.
Hodges, S. (2010). The Counseling Practicum and Internship Manual: A Resource for Graduate Counseling Students. New York: Springer Publishing Company.
- Sweitzer, H.F. & King, M.A. (2013). The Successful Internship: Personal, Professional, and civic development. Samford, CT: Cengage Learning
Authors:
Reference:
Year:
Title: - Crawshaw, Budhwar & Davis (Eds.) (2014). HRM: Strategic and International Perspective. Sage.
- Ferreira, A. & Martinez, L. (2008). Manual de diagnóstico e mudança organizacional. RH Editora, Lisboa.
Authors:
Reference:
Year:
Dissertation in Human Resource Management and Organizational Consultancy
LG1. Conduct a proper bibliographic research using the available resources;
LG2. Identify and formulate a research problem for a research project;
LG3. Develop a literature review framing the research problem;
LG4. Answer, empirically, to the research problem by mastering the appropriate methodologies and research instruments;
LG5. Critically discuss his/her thesis;
LG6. Communicate his/her work in writing and orally, following the ISCTE-IUL Business School guidelines..
1. Defining the problem and the research goals and the corresponding theoretical framework (Introduction)
2. Defining the research design according to the problem and goals (Method)
3. Presenting and interpreting results (Data analysis and results; Discussion and conclusions)
4. Norms to write and present the thesis (Preparing students to the defense)
The thesis should be defended in public, where the following components will be considered: technical component; written format; c) oral skills and presentation. The Thesis should be delivered following the norms and deadlines established by the ISCTE-IUL Business School.
The thesis will be individually supervised. Additionally, the following methodology should be considered:
Title: Turabian, K.L. (2013). A manual for writers of research papers, theses, and dissertations. Chicago: University of Chicago.
Roberts, C. M. (2010). The Dissertation Journey: A Practical and Comprehensive Guide to Planning, Writing, and Defending Your Dissertation. Newbury Park, CA: Corwin.
Riley, M. & Wood, R. C., Clark, M.A. , Wilkie, E., & Szivas, E. (2000). Researching and writing dissertations in business and management. Hampshire: Cengage Learning EMEA
Bui, Y. N. (2013). How to write a master’s thesis. London: SAGE.
American Psychological Association (2010). Publication Manual [Pub Manual] of the American Psychological (Psych) Association Sixth (6th) Edition. Washington, DC: APA.
Authors:
Reference:
Year:
Project in Human Resource Management and Organizational Consultancy
LG1. Conduct a proper bibliographic research using the available resources;
LG2. Identify and formulate a research problem for an intervention project;
LG3. Develop a literature review framing the research problem;
LG4. Answer, empirically, to the research problem by mastering the appropriate methodologies and research instruments;
LG5. Discuss critically his/her thesis;
LG6. Communicate his/her work in writing and orally.
PC1: Defining the research problem and the theoretical background (Introduction and needs diagnosis);
PC2: Defining the intervention program
PC3: Defining the evaluation method;
PC4: Norms to write and present the thesis (Preparing students to the defense)
The project should be defended in public, where the following components will be considered: technical component; written format and oral skills and presentation. The project should be delivered following the norms and deadlines established by the ISCTE-IUL Business School.
BibliographyTitle: - Turabian, K.L. (2013). A manual for writers of research papers, theses, and dissertations. Chicago: University of Chicago.
- Roberts, C. M. (2010). The Dissertation Journey: A Practical and Comprehensive Guide to Planning, Writing, and Defending Your Dissertation. Newbury Park, CA: Corwin.
- Riley, M. & Wood, R. C., Clark, M.A. , Wilkie, E., & Szivas, E. (2000). Researching and writing dissertations in business and management. Hampshire: Cengage Learning EMEA
- Klimoski, R. , Dugan, B., Messikomer, C., & Chicchio, F. (2014). Advancing human resource project management (J-B SIOP Professional Practice Series). New York, NY: Pfeiffer
- Gray, D.E. (2013). Doing research in the real world. London: SAGE.
- Bui, Y. N. (2013). How to write a master’s thesis. London: SAGE.
- American Psychological Association (2010). Publication Manual [Pub Manual] of the American Psychological (Psych) Association Sixth (6th) Edition. Washington, DC: APA.
Authors:
Reference:
Year:
Objectives
It is widely known that in reaction to the technological evolution, organizations have been basing their competitiveness in intangible factors in which human involvement plays a key role. At the professional level, beyond the traditional activities related to selection, training or compensation, positions associated with HRM implicate strategic planning, development of continuous improvement or deep change projects.
These methods require the mastery of a set of advanced and specific competencies that only advanced training can provide. Moreover, knowledge in the HRM area has been growing exponentially, establishing an even more competent body to support an autonomous professional activity, evidence-based and permanent updating. In short, this master’s aim is, according to IBS’s mission, to transmit and convey HRM-related scientific knowledge, pursuant to the highest international patterns, that provides economic, social and cultural value to society.
Objective 1: Display effective written communication skills, including the following aspects: produce a well-structured document; demonstrate that the key messages have been clearly identified; express theoretical arguments to a specific application; summarize ideas and conclusions.
Objective 2: Display effective oral communication skills, including the following aspects: select the appropriate format for a given presentation; demonstrate confidence and that the communication was well-prepared; develop and make presentations with impact.
Objective 3: Develop critical thinking skills, including the following aspects: select and interpret relevant data and references from academic and non-academic sources; identify and debate ethical issues in business and management; formulate well-supported conclusions or solutions, apply appropriate methodologies or formulas to analyze and assess business issues and problems.
Objective 4: Have a broad understanding and develop a critical analysis of current HRM knowledge including the following aspects: identify and contrast the main theoretical and practical developments in the HRM field; apply HRM main concepts and professional practices.
Objective 5: Have a strategic approach to HR in order to increase human and organizational performance including the following aspects: analyze real HRM problems, and develop HRM interventions considering the multidisciplinary and multilevel nature of human phenomena; evaluate different HR intervention strategies and practices and select the most appropriate in order to increase human and organizational performance.
Accreditations