Accreditations
Programme Structure for 2024/2025
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
|
Data Analysis for Human Resources Management I
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Financial Accounting I
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Labour Law
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Research Methods
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Social and Organizational Psychology
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Data Analysis for Human Resources Management II
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Management Accounting I
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Ict'S for Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Fundamentals of Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Professional Presentations
3.0 ECTS
|
Optional Courses > Transversal Skills > Mandatory | 3.0 |
|
Technical Report Writing
1.0 ECTS
|
Optional Courses > Transversal Skills > Mandatory | 1.0 |
|
Business English
2.0 ECTS
|
Optional Courses > Transversal Skills > Mandatory | 2.0 |
| 2nd Year | ||
|
Data Analysis for Human Resources Management III
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Analisys and Corporate Finance
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Performance Appraisal
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Career and Reward Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Labour Relations
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Organizational Behavior
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Systems of Work Design
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Human Development and Training
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Personnel Policies and Regulations
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Safety and Health at Work
6.0 ECTS
|
Mandatory Courses | 6.0 |
| 3rd Year | ||
|
Organizational Communication
3.0 ECTS
|
Mandatory Courses | 3.0 |
|
Deontology and Professional Competences in Hrm
3.0 ECTS
|
Mandatory Courses | 3.0 |
|
Organizational Diagnosis and Organizational Change
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Conflicts Management and Negotiation
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Recruitment and Selection
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Personnel Economics
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Strategic Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Quality Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Marketing Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
Data Analysis for Human Resources Management I
At the end of this learning unit's term, students should:
LG1. Have acquired basic knowledge and practical competencies in data analysis using descriptive statistics basic tools (univariate and bivariate).
LG2. Know how to use the softwares Excel and SPSS-Statistics to support the data analysis: the students should be able to obtain and interpret data analysis results, namely in the domain of Human Resources Management.
1. INTRODUCTION
1.1 Data Sources and sampling
1.2 Types of Measurement
2. TABULAR AND VISUAL REPRESENTATION OF UNIVARIATE DATA
2.1 Frequency tables graphics
2.2 Representation of univariate data in Excel and SPSS
3. DESCRIBING UNIVARIATE DATA
3.1 Measures of tendency
3.2 Measures of variability
3.3 Skewness and kurtosis
3.4 Descriptive analysis in Excel and SPSS
4. BIVARIATE DATA ANALYSIS
4.1 Tabular representations and graphics
4.2 Correlation coeficients
4.3 Simple linear regression (descriptive analysis)
4.4 Bivariate data analysis using Excel and SPSS
5. RELATIVE INDICATORS
5.1 Introduction
5.2 Ratios
5.3 Rates
5.4 Simple index numbers
5.5 Index base change
5.6 Properties
Periodic assessment requires 80% attendance at classes and includes:
1 - Group work (using Excel and SPSS), with a possible oral examination- 35%;
2 - Mini-test (with interpretation of Excel and SPSS outputs) - 15% ;
3 - Test (minimum score of 8 points) - 50%.
The assessment may be done through a final exam . Approval requires a minimum score of 10 points (possible oral examination for students with grades above 16 points).
Title: St.Aubin, António; Venes, Nuno (2011). Análise de Dados - Aplicações às Ciências Económicas e Empresariais. Verlag Dashofer.
Sampaio, E. e Barroso, M. e Ramos, M. (2003), Exercícios de Estatística Descritiva para as Ciências Sociais. Edições Sílabo.
Authors:
Reference:
Year:
Title: Newbold, Carlson &Thorne (2013). Statistics for Business and Economics. Pearson
Reis, Elizabeth (1991), Estatística Descritiva. Edições Sílabo.
Carvalho, Adelaide (2015). Exercícios de Excel para Estatística. FCA.
Authors:
Reference:
Year:
Financial Accounting I
At the end of the course, students should be able to:
1. Understand the objective of financial accounting.
2. Understand the financial statements structure and content.
3. Analyze and describe the effect of decisions and business transactions on the financial statements.
Chapter 1 - Accounting as a language of business
Chapter 2 - Financial statements
Chapter 3 - Balance sheet
Chapter 4 - Income statement
Chapter 5 - Statement of cash flows
Chapter 6 - Tanglible fixed assets
Chapter 7 - Inventory
Chapter 8 - Operations at the end of reporting year
1. Periodic evaluation:
- Group work (30%)
- Final exam (70%).
Requirements:
- A minimum level of attendance is not required.
- Minimum grade of 8,5 points in the final exam.
Approval requires a minimum of 10 points.
2. Evaluation by exam
- Final sitting exam (100%).
Approval requires a minimum of 10 points.
Title: Stolowy, Paugam, and Ding, Financial Accounting and Reporting: a global perspective, Cengage (6ª edição)., 2020, null,
Lourenço et. al., Fundamentos de Contabilidade Financeira: teoria e casos. Edições Sílabo (3ª edição)., 2020, null,
CNC, Sistema de Normalização Contabilística (SNC) - Legislação., 2023, null,
Authors:
Reference:
Year:
Title: Libby et al., Financial Accounting. McGraw Hill., 2020, null,
Lourenço and Morais, Contabilidade Financeira: resumo sistematizado dos conceitos, lançamentos e fórmulas usados em contabilidade financeira, 2018, Edições Sílabo., 2018, null,
Authors:
Reference:
Year:
Labour Law
1.Be able to identify & quote the legal sources;2.Be able to understand the labour law scope;3.Be able to assess HR management issues within the labour law framework - inductive analysis;4.Be able to apply labour law rules and regulations to corporate HR management - deductive analysis;5.Be able to apply labor law to solve labor disputes - auditing & disciplinary proceedings;6.Be able to assess the legal framework flexibility upon the HR management optimization and productivity;7.Be able to assess, within a microeconomic environment, the economic and social impact of the corporate decision-making upon HR management according with labour law mandatory rules;8.Be able to deliver executive summaries upon theoretical & practical information to other people from different backgrounds;9.Be able to integrate acquired knowledge on HR legal issues with other management areas.
ProgramI.Introduction:1.The Labour Law contents & extent;2.The Labour Law sources;II.The employment relationship:1.The employee admission;1.1.The recruitment legal instruments;1.1.1.The employment contract;1.1.2.Other recruitment legal instruments;2.The employment relationship dynamics and flexibility;2.1.The on job duties flexibility:the employer right to vary employee duties;2.2.The workplace mobility:the employer right to move the employee into another location;2.3.The working time flexibility:working time limits and work schedules;after hours work;the definition of working time adaptable schedules;the rest periods;the night time work;the work absence regime;the implications of holiday regime upon employment relationship;the temporary work leave regimes;2.4.The wage flexibility:the legal concept of salary;salary modalities;salary reduction & deductions;3.The employment contract termination:the downsizing legal instruments & other legal causes of contract termination
Evaluation processStudents must submit a written assessment by the end of the term. A minimum grade of 10 points out of 20 is required for course approval. For further details please revert to this page final comments and specifications.
BibliographyTitle: Código do Trabalho não anotado (edição à escolha do aluno)
António Monteiro Fernandes, Direito do Trabalho, Coimbra, 2020 (20ª Ed., Ed. Almedina)
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Reference:
Year:
Title: ABRANTES, José João Nunes, Estudos de Direito do Trabalho, AAFDL, Lisboa, 1992
ABRANTES, José João Nunes, Contrato de Trabalho e Direitos Fundamentais, Coimbra, 2005
ABRANTES, José João Nunes, Direito do Trabalho II (Direito da greve), Coimbra, 2014
ABRANTES, José João Nunes (Coord.), I Conferência Luso-Espanhola de Direito do Trabalho - A Reforma Laboral em Portugal e Espanha, Coimbra, 2016
ALMEIDA, Carlos A. Neves, O Diálogo Social: Modalidades, Projecções Jurídicas, linhas de Desenvolvimento, in X Jornadas Luso-Hispano-Brasileiras de Direito do Trabalho - Anais, Coordenação de António Moreira, Livraria Almedina, Coimbra, 1999, pp. 151-189
ALMEIDA, Paulo, Duração, Vencimento e Marcação de Férias, Lisboa, 2013
AMADO, João Leal, Contrato de Trabalho - Noções Básicas, Coimbra, 2020
BUSTO, Maria Manuel, O Novo Contrato de Trabalho - Soluções e Alternativas em Tempos de Crise, Coimbra, 2013
CAMPOS, Alice Pereira de, Contrato de Trabalho a Termo, Lisboa, 2013
CARVALHO, Catarina de Oliveira, e Júlio Vieira GOMES (Coord.), Direito do Trabalho - Crise do Direito do Trabalho? - Actas do Congresso de Direito do Trabalho, Coimbra, 2011 (Coimbra Ed.)
CARVALHO, Paulo Morgado de, (Coord.), Código do Trabalho - A Revisão de 2009, Coimbra, 2011 (Coimbra Ed)
CORDEIRO, António Menezes, Manual de Direito do Trabalho, Vols. I e II, Coimbra, 2018/2019
CORREIA, António Damasceno, Manual de Relações Laborais, Lisboa, 2016
FALCÃO, David, e Sérgio Tenreiro TOMÁS, Lições de Direito do Trabalho - A Relação Individual de Trabalho, Coimbra, 2021
FERNANDES, Francisco Liberal, Maria Regina REDINHA, Contrato de Trabalho - Novo Regime Jurídico Angolano - Lei Geral do Trabalho, Porto, 2015
GOMES, Júlio Manuel Vieira, Direito do Trabalho, Coimbra, 2007 (Coimbra Ed)
LAMBELHO, Ana, e Luísa Andias GONÇALVES, Manual de Direito do Trabalho - Da Teoria à Prática, Coimbra, 2014
LEITÃO, Luís Manuel Teles de Menezes, Direito do Trabalho, Coimbra, 2021
MAGALHÃES, Filipa Matias, Maria Leitão PEREIRA, Manual do Contrato de Trabalho, Porto, 2016
MARECOS, Diogo Vaz, Código do Trabalho - Anotado, Coimbra, 2013 (Coimbra Ed.)
MARTINEZ, Pedro Romano, Direito do Trabalho, Coimbra, 2019
MARTINEZ, Pedro Romano, Da Cessação do Contrato, Coimbra, 2015
MARTINEZ, Pedro Romano, Luís Miguel MONTEIRO, Joana VASCONCELOS, Pedro Madeira de BRITO, Guilherme DRAY, Luís Gonçalves SILVA, Código do Trabalho - Anotado, Coimbra, 2012 (Ed. Almedina)
MARTINS, André Almeida, António Sarmento OLIVEIRA, Deolinda Aparício MEIRA, Helena SALAZAR, Margarida AZEVEDO, Tiago Pimenta Fernandes, Manual de Direito do Trabalho, Porto, 2017
MELLO, Alberto de Sá e, Direito do Trabalho para Empresas, Coimbra, 2016
MENDES, Marlene, e Sérgio ALMEIDA, O Contrato de Trabalho, Lisboa, 2010
MENDES, Marlene, O Contrato de Trabalho na Prática Jurídica, Ed. Nova Causa, 2015
MONTEIRO, Luís Miguel, e outros, Código do Trabalho - Três anos de Jurisprudência Comentada, Livraria Petrony
NETO, Abílio, Novo Código do Trabalho e Legislação Complementar - Anotados, Lisboa, 2013
PINTO, Mário, Direito do Trabalho, Universidade Católica Portuguesa
QUINTAS, Paula, Hélder QUINTAS, Manual de Direito do Trabalho e de Processo do Trabalho, Coimbra, 2014 (Ed. Almedina)
QUINTAS, Paula, Hélder QUINTAS, Código do Trabalho - Anotado e Comentado, Coimbra, 2016
RAMALHO, Maria do Rosário Palma, Direito do Trabalho - Situações Laborais Individuais, Coimbra, 2010 (Ed. Almedina)
RAMALHO, Maria do Rosário Palma, Tratado de Direito do Trabalho, Parte I (Dogmática Geral), Coimbra, 2015
RAMALHO, Maria do Rosário Palma, Tratado de Direito do Trabalho, Parte II, Coimbra, 2014
RAMALHO, Maria do Rosário Palma, Tratado de Direito do Trabalho, Parte III (Situações Laborais Colectivas), Coimbra, 2015
SILVA, Luís Gonçalves da, Estudos de Direito do Trabalho, Coimbra, Almedina
VASCONCELOS, Joana, A Revogação do Contrato de Trabalho, Coimbra, 2011
VEIGA, António Jorge da Motta, Lições de Direito do Trabalho, Lisboa, 1995
VILAR, António, & Associados, Direito do Trabalho em 100 Quadros, Porto, 2011
XAVIER, Bernardo da Gama Lobo, Iniciação ao Direito do Trabalho, Verbo
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XAVIER, Bernardo da Gama Lobo, O despedimento Colectivo no dimensionamento da Empresa, Verbo
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Authors:
Reference:
Year:
Research Methods
LG1. To define a problem and research objectives;
LG2. To select and to use different methods and data collection procedures;
LG3. To formulate investigation hypotheses;
LG4. To choose and to define variables for an investigation;
LG5. To do bibliographical research, in different sources, important for the study;
LG6. To analyze a scientific article critically;
LG7. To prepare, to drive and to accomplish an interview;
LG8. To analyze and to describe a job (Analysis and Job description)
LG9. To present results of form writing and oral.
CP1.Introduction:Differences between the scientific knowledge and the common sense
CP2.Research Methods
2.1.Research methods and Management Sciences
- descriptive method
- correlation method
- experimental method
- causal method
- historical method
- case study
2.2. Designing research
2.3. Problem formulation
2.4. Definition of research objectives
2.5. Constructing measurements
2.6. Bibliographical research
CP3. Data Collection
3.1. Data collection procedures
-interview, individual and of group
-inquiry
-observation
-documental data
3.2. Data analysis of secondary information
3.3. Investigation in business case
3.3.1. Job Description
CP4.Data Analysis and Reporting Results
- Choose of the processing data
- The content analysis
- Presenting and Writing a Report
The periodic evaluation includes:
-Test: the weight in the final grade is 50%.
-Group Assignment: the weight is 30% (25% written report; 5% oral presentation).
- Data collection as part of a daily study: 20%
- Students who do not complete one of the assignments, as well as students who obtain less than 9.5 points in any assessment element, or if they have more than 20% absenteeism in classes (taking into account both theoretical and practical classes) will take the final exam, corresponding to 100% of the final grade.
Title: Anderson, V. (2009/2019). Research methods in Human Resource Management. London: CIPD.
Ghiglione, R., & Matalon, B. (1992). O Inquérito. Teoria e prática. Oeiras: Celta Editora.
Gomes, J., Cunha, M., Rego, A., Cunha, R., Cabral-Cardoso, C., & Marques, C. (2008). Manual de gestão de pessoas e do capital humano. Lisboa: Edições Sílabo.
Lancaster, G. (2005). Research methods in management. A concise introduction to research in management and business consultancy, Elsevier.
Reto, L. e Nunes, F. (1999), Métodos como estratégia de pesquisa: Problemas tipo numa investigação. Revista Portuguesa de Gestão, 1, 21-32.
Saunders, M., Lewis, P., & Thornill, A. (2003/2019). Research methods for business students. Harlow: Prentice Hall.
Authors:
Reference:
Year:
Title: Almeida, F. (2015). A análise do Trabalho. In Ferreira, A., Martinez, L.., Nunes, F. G.., Duarte, H. (Eds.) GRH para Gestores. Lisboa: RH Editora.
Barañano, A. M. (2004/2008). Métodos e técnicas de investigação em Gestão. Lisboa: Edições Sílabo.
Cassell, C., & Symon, G. (Eds). (2004). Essential guide to qualitative methods in organizational research: A practical guide. London: Sage.
Edwards, J. E, Scott, J. C., & Raju, N. S. (2003). The human resources program-evaluation handbook. Thousand Oaks: Sage Publications.
Ferreira, A. (2011). Metodologias e investigação aplicada. In Lopes, M. P. Ribeiro, R. B., Palma, P. J. e Cunha, M. P. (eds), Psicologia Aplicada, Lisboa: Recursos Humanos Editora.
Foddy, W. (1996). Como perguntar: Teoria e prática da construção de perguntas em entrevistas e questionários. Oeiras: Celta Editora.
Ghorpade, J. (1988). Job Analysis: A handbook for the human resource director. New Jersey: Prentice Hall.
Gonçalves, S., Gonçalves, J., & Marques, C. (Orgs).(2021). Manual de Investigação Qualitativa: Conceção, Análise e Aplicações. Lisboa: Pactor.
Hill, M., & Hill, A. (2000). Investigação por questionário. Lisboa: Edições Sílabo.
Lopes, D., & Pinto, I. R. (2016). Conhecer os métodos quantitativos e qualitativos e suas aplicações em ciências sociais e humanas. In M. V. Garrido & M. Prada (Coord.), Manual de competências académicas (pp. 281-341). Lisboa: Edições Sílabo.
Neves, J.G. & Gonçalves, S.( 2009). A investigação em GRH em Portugal: resultados e tendências. Revista Portuguesa e Brasileira de Gestão 8, 4: 66 - 83.
Pina, M., & Rego, A. (2019). Métodos qualitativos nos estudos organizacionais e de gestão. Revista de Gestão dos Países de Língua Portuguesa, 18(3), 188-206.
Prada, M., Camilo, Garrido, M., & Rodrigues, D.L. (2021). O diabo está nos pormenores: introdução às normas para escrita científica da American Psychology Association (7ª edição). Revista Psicologia, 35(1),95-146.doi:10.17575/psicologia.v35i1.1727
Robson, C. (2016). Real world research: A resource guide for social scientists and practitioner-researchers. Oxford: Blackwell
Rousseau, D.M. & Barends, E.G.R., (2011). Becoming an evidence-based HR practitioner, Human Resource Management Journal, 21 (3), 221-235.
Sandberg, A. & Lane, S. (1999). Interview for success: a half-day competency-based workshop. Massachusetts: HRD Press.
Vilelas, J. (2020). Investigação?o processo de construção do conhecimento . Lisboa: Edições Sílabo.
Whitley, R. (1984). The scientific status of management research. Journal of Management Studies, 21 (4), 369-390.
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Reference:
Year:
Social and Organizational Psychology
OA1. use theoretical concepts and models with accuracy to analyse events that occur at individual level in the organiz. context
OA2. make the diagnosis of these phenomena and plan interventions.
OA1.1. Describe and contrast the main theories and models of people perception and impression formation.
OA1.2. Describe the main processes underlying attitudes? formation and change.
OA2.1. Plan interventions to change attitudes
OA1.3. Characterize the individual-organization fit and attachment relationship and OA2.2. plan interventions to improve it
OA1.4. explain the organizational phenomena of perceived justice, support, trust and psychological contract that take place in the context of social exchange processes and its effects to individuals? organizational attitudes and behaviours; and OA2.3. planning interventions at this level
I. People perception:
CP1. Impression formation
II. CP2. Attitudes: structure and change
III. Individual-organization relationship: attachment processes
CP3. Mutual attraction and person-organization fit
CP4. Organizational socialization
CP5. Organizational identification and commitment.
IV. Individual-organization relationship:
CP6. Social exchange processes in organizational contexts
CP7. Organizational justice
CP8. Perceived organizational support
CP9. Psychological contract
CP10. Organizational trust
CP11. Extra-role behaviors: organizational citizenship behaviors and counter-productive behaviors
Evaluation Process
Two evaluation regimes: periodic or exam.
Periodic:
- Group work on a program topic according to a structured script. Includes oral presentation (10%) and written work (30%)
- Frequency (60%)
Approval: Minimum 7.5 values in each criterion and 9.5 final average values.
This assessment requires the student's presence in 2/3 of the classes.
Written exam (100%). Approval: minimum 9.5 values.
Title: Vala, J., & Monteiro, M. B. (2013). Psicologia social (9ª ed.). F.C.Gulbenkian
Robbins S. P., & Judge, T.A. (2018). Organizational behavior - 18th Edition. Pearson
Neck C. P., Houghton J. D., & Murray E. L. (2016). Organizational behavior: a critical-thinking approach. Sage
Ferreira, J.M.C., Neves, J., e Caetano, A. (2011). Manual de psicossociologia das organizações. Escolar Editora.
Cunha, M., Cunha, R., Rego, A.,Neves, P. & Cabral-Cardoso, C.. (2016). Manual de comportamento organizacional e gestão. RH Ed.
Caetano, A. & Vala, J. (2007), Gestão de Recurso Humanos (3ª ed.). RH Ed.
Caetano, A. , Neves, J.G. & Ferreira J.M.(2020). Psicossociologia das organizações Fundamentos e aplicações. Sílabo.
Barling, J., & Cooper, C.L. (2008). The Sage Handbook of Organizational Behavior Vol. 1: Micro Approaches . Sage
Authors:
Reference:
Year:
Title: Warren, D. (2003). Constructive and destructive deviance in organizations. Academy of Management Review, 28, 622-632
Spector, P. E., Fox, S., Penney, L. M., Bruursema, K., Goh, A., & Kessler, S. (2006). The dimensionality of counterproductivity: Are all counterproductive behaviors created equal? Journal of Vocational Behavior 68, 446-460.
Simões, E. (2020). Personalidade e comportamento organizacional (Personality and organizational behavior). In A. Caetano, J.G. Neves & J.M. Carvalho Ferreira (Orgs.), Psicossociologia das Organizações - Fundamentos e Aplicações (pp. 137 -169). Edições Sílabo.
Podsakoff, N. P., Whiting, S.W., Podaskoff, P.M., & Blume, B.D. (2009). Individual and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141.
Organ, D. W.(2018).The Roots of organizational citizenship behavior In P.M. Podsakoff, S. B. Mackenzie, and N. P. Podsakoff (Eds.) The Oxford Handbook of Organizational Citizenship Behavior ( pp.7-18). Oxford University Press.
Organ, D. W. (2018). Organizational Citizenship Behavior: Recent Trends and Developments. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 295?306.
Cunha, M., Rego, A., Cunha, R., & Cabral-Cardoso, C. (2007). Comportamentos de cidadania organizacional: bons cidadãos ou bons soldados?. In Manual de comportamento organizacional e gestão (cap. 11; pp 303-330). Editora RH.
5. Comportamentos extra-papel: comportamentos de cidadania organizacional e comportamentos contra-produtivos na organização
Lewicki, R. J., & Brinsfield, C. (2017). Trust repair. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 287?313.
Kramer, R. (1999) Trust and distrust in organizations: Emerging perspectives, enduring questions. Annual Review of Psychology, 50, 569-598.
Costa, A. (2002). Promover a confiança em contextos organizacionais: Um imperativo nas práticas de gestão. In M. Cunha & S. Rodrigues. (Eds.) (2002). Manual de estudos organizacionais. (207 - 221). Editora RH.
4. Confiança organizacional
Coyle-Shapiro, Jacqueline A-M.; Shore, L.; Taylor, M. S., & Tetrick, L. (2005). The employment relationship: Examining psychological and contextual perspectives. OUP
Coyle-Shapiro, J. A.-M., Pereira Costa, S., Doden, W., & Chang, C. (2019). Psychological contracts: Past, present, and future. Annual Review of Organizational Psychology and Organizational Behavior, 6(1), 145?169.
Cunha, M., Rego, A., Cunha, R., & Cabral-Cardoso, C.. (2007). Ligação pessoa-organização: ajustamentos e divórcios. In Manual de comportamento organizacional e gestão (cap. 8; pp 205-252). Editora RH
1. Contrato psicológico
Cunha, M., Rego, A., Cunha, R., & Cabral-Cardoso, C.. (2007). Justiça: o pão e as rosas. In Manual de comportamento organizacional e gestão (cap. 10; pp 277-302). Editora RH.
Colquitt, J. A., Greenberg, J., e Zapata-Phelan, C. P. (2005). What is organizational justice? A historical overview of the field. In J. Greenberg & J. A. Colquitt (Eds.), The handbook of organizational justice (pp. 3-56). Erlbaum
Colquitt, J. A., & Zipay, K. P. (2015). Justice, fairness, and employee reactions. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 75?99.
Colquitt, J. A. (2012). Organizational justice. In S. W. J. Kozlowski (Ed.), Oxford library of psychology. The Oxford handbook of organizational psychology, Vol. 1 (p. 526?547). Oxford University Press.
2. Justiça organizacional
Shore, L. M., Coyle-Shapiro, J. A-M., Chen, X., & Tetrick, L. E. (2009). Social exchange in work settings: Content, process, and mixed models. Management and Organization Review, 5, 289-302
Eisenberger, R., Rhoades Shanock, L., & Wen, X. (2020). Perceived Organizational support: Why caring about employees counts. Annual Review of Organizational Psychology and Organizational Behavior, 7(1), 101?124.
Blau, P. M. (1964). Exchange and power in social life (cap.4). New York: Wiley.
1. Troca social e a percepção de suporte organizacional
V. Processos de troca social em contexto organizacional
Tavares, S. & Caetano, A. (2008). O que pode condicionar a intensidade da identificação organizacional: características pessoais, características do trabalho e características organizacionais. In A. Caetano, M. Garrido, S. Batel, e A.C. Martins (Eds.). Percursos de Investigação em Psicologia Social e Organizacional (vol. III, pp. 159-180). Edições Colibri.
Tavares, S. (2011). Vinculação dos indivíduos às organizações. In J.M. Carvalho Ferreira, J. Neves, e A. Caetano (Orgs.), Manual de psicossociologia das organizações. Escolar Editora
Ashforth, B. E., & Schinoff, B. S. (2016). Identity Under Construction: How Individuals Come to Define Themselves in Organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 111?137.
3.Identificação e Compromisso Organizacional
Mosquera, P. (2007). Integração e acolhimento. In A. Caetano e J. Vala (Orgs.), Gestão de Recursos Humanos: contextos, processos e técnicas (3ª ed, pp. 301-324). Lisboa: RH Editora
Cunha, M., Rego, A., Cunha, R., & Cabral-Cardoso, C. (2007). Ligação pessoa-organização: ajustamentos e divórcios. In Manual de comportamento organizacional e gestão (cap. 8; pp 205-252). Lisboa: Editora RH.
Bauer, T. N., & Erdogan, B. (2014). Delineating and Reviewing the Role of Newcomer Capital in Organizational Socialization. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 439?457.
2. Socialização Organizacional
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.
Kristof, A. (1996) Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1-49.
Cunha, M., Rego, A., Cunha, R., & Cabral-Cardoso, C.. (2007). Ligação pessoa-organização: ajustamentos e divórcios. In Manual de comportamento organizacional e gestão (cap. 8; pp 205-252). Lisboa: Editora RH.
1. Atracção mútua e ajustamento pessoa-organização
III. Natureza da relação indivíduo-organização: Processos de ajustamento e vinculação
Lima, L.P. & Correia, I. (2013). Atitudes: Medida, estrutura e mudança. In J. Vala & M.B. Monteiro (Eds.), Psicologia Social (9ª ed.). Lisboa: Fundação Calouste Gulbenkian.
II. Atitudes: Estrutura e mudança
Caetano, A. (2010). Formação de Impressões. In J. Vala & M. Monteiro (Ed.), Psicologia Social (8ª ed.). Lisboa: F.C. Gulbenkian.
I. Percepção de pessoas
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Data Analysis for Human Resources Management II
LG1: Define the main concepts of probabilities, random variables and statistical distributions.
LG2: Utilize the most important theoretical distributions to calculate probabilities within the scope of the decision making process in Economics and Management.
LG3: Know and use basic sampling concepts
LG4. Know and use the main concepts of inferential statistics.
LG5.Being able to construct a confidence interval for a population parameter.
LG6.Know and identify parametric and non parametric hypothesis tests.
CP 1: Probability theory.
CP 2: Random discrete variables (functions of random variables and its parameters). Bernoulli and Binomial theoretical distributions.
CP 3: Random continuous variables (functions of random variables and its parameters). Normal distribution.
CP 4: Basic sampling concepts
CP 5: Parameters estimation: Interval estimation. Pivotal function method.
CP 6: . Hypotheses testing. Formulation of hypotheses. Parametric tests. Tests for the mean of one or two populations. Tests on the equality of two means for paired samples and for independent samples. Levene test for the equality of k variances. Oneway Analysis of Variance (ANOVA): hypotheses and assumptions. Non parametric tests: Chi-square, Kolmogorov-Smirnov and Shapiro-Wilk goodness of fit tests; Chi-square test of independence of two variables.
LM1: Expositional, to the presentation of the theoretical frames.
LM2: Participative, with analysis and resolution of application exercises.
LM3: Self-study, related with autonomous work by the student, as it is contemplated in the class planning.
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Periodic evaluation: 1-midterm test (10%) + group work (30%) + final test (60%); 2-minimum grade of 7,5 on final test evaluation;3-attendance at least equal to 80% of the classes;4-pre-registration for each test. Details about how and when to apply will be given in classes.
Evaluation by exam: Written test(100%).
Students that fall under the "Regulamento Interno para Estudantes com Estatutos Especiais" must contact the teacher.
Title: Raul M. S. Laureano (2020)Testes de Hipóteses e Regressão: o meu manual de consulta rápida. - Lisboa : Sílabo.
Carvalho, Adelaide (2015). Exercícios de Excel para Estatística. FCA.
Newbold, Carlson &Thorne (2013). Statistics for Business and Economics. Pearson
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Title: - Raul M. S. Laureano (2013) Testes de hipóteses com o SPSS : o meu manual de consulta rápida - 2ª ed. rev. e actualiz. - Lisboa : Sílabo.
-Reis, E., P. Melo, R. Andrade & T. Calapez (2012) Exercícios de Estatística Aplicada - Vol. 1, 2ªed, Lisboa: Sílabo.
-Reis, E., P. Melo, R. Andrade & T. Calapez (2016) Estatística Aplicada (Vol. 2), 5ª ed., Lisboa: Sílabo.
-Reis, E., P. Melo, R. Andrade & T. Calapez (2015) Estatística Aplicada (Vol. 1), 6ª ed., Lisboa: Sílabo.
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Management Accounting I
After being approved in this course, students must be able to:
LG1: Understand the relevance of management accounting in organizations;
LG2: Apply cost allocation methods;
LG3: Identify the income effects of alternative cost accumulation systems;
LG4: Apply the basis of accounting information in decision making processes.
1. Aims of management and cost accounting
2. An introduction to cost terms and purposes
3. Alternative cost accumulation systems, income and inventory effects
4. An introduction to cost-volume-profit analysis
5. Joint costs
6. Cost allocation
7. Job costing and process costing
1.Periodical evaluation
2 Mid-term tests: 25% each;
Final test: 50%.
This grading system requires attendance to classes of at least 2/3; delivery the two mid-term tests; minimum average mark of 7,5 between the two mid-term tests and a minimum grade of 7.5 in the final test.
Exam 1st sitting and 2nd sitting: written test 100% (minimum mark for approval: 10).
Title: Bhimani, A., Horngren, C.T., Datar, S.M. and Rajan, M. (2023) Management and Cost Accounting, 8th Edition, Pearson.
Drury, C. and Tayles, M. (2021) Management and Cost Accounting, 11th Edition, South-Western / Cengage Learning.
Garrison, R., Noreen, E. and Brewer, P. (2024) Managerial Accounting, 17th Edition, McGraw-Hill.
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Title: Franco, V., Oliveira, A.V., Morais, A.I., Oliveira, B.J., Lourenço, I., Major, M.J., Jesus, M.A. e Serrasqueiro, R. (2015) Os Custos, os Resultados e a Informação para a Gestão, 4ª Edição, Livros Horizonte, Lisboa.
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Ict'S for Management
With this curricular unit the student should be able to:
1. Describe the variables and the formulas needed to construct a calculation model;
2. Use basic features of a spreadsheet;
3. Use functions for building models in a spreadsheet;
4. Construct advanced models applied to management in a spreadsheet;
5. Compute automatic procedures with the use of VBA.
The main issues to be addressed are:
1. Introduction to spreadsheets
2. Model construction
3. Information extraction
4. Introduction to Visual Basic for Applications
Periodical Assessment:
- Group work (40%) - Project made by a group of students. Mandatory, no minimum score.
- Individual Test (60%) - Written test, mid-term, scheduled online via e-learning and support by Zoom. Mandatory, with a minimum score of 8 (in 20).
Final exam (100%):
- Individual written exam, without consultation, encompassing the entire syllabus.
Takes the final exam - in season 1, 2 or special (according to the pedagogical rules) - who has not concluded the periodical assessment successfully, with an average score greater than or equal to 10 (out of 20).
Title: Dias Curto, José, & Vieira, Duarte (2023). Excel para Economia e Gestão, 5ª Ed., Edições Sílabo, Lisboa, ISBN 978-989-561-290-1.
Lomonaco, Leonardo (2023). EXCEL - A Comprehensive Guide to Become an Expert on Excel 2023 With All-in-One Approach, 1st. Ed., Leonardo Lomonaco, Author edition, ISBN 979-821-534-773-7.
Martins, António (2017). Excel Aplicado à Gestão, 4ª Edição, Edições Sílabo, Lisboa, ISBN 978-972-618-876-6.
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Title: Winston, Wayne L. (2019). Microsoft Excel 2019: Data Analysis and Business Modeling, 6th Edition, Pearson Education, USA., ISBN 978-150-930-588-9
Bernardo, Maria do Rosário; Negas, Mário Carrilho & Isaías, Pedro (2013). Excel Aplicado, FCA Editora, ISBN 978-972-722-755-6.
Cravens, David; Lamb, Charles & Crittenden, Victoria (2001). Strategic Marketing Management Cases: With Excel Spreadsheets, 7th Edition, McGraw-Hill Publishing, USA, ISBN 978-007-251-482-7.
Martins, António (2019). Aprenda Excel com Casos Práticos, Edições Sílabo, Lisboa, ISBN: 978-972-618-996-1.
Monk, Ellen F.; Brady, Joseph A. & Mendelsohn, Emillio I. (2017). Problem-Solving Cases in Microsoft Access And Excel, 15th Edition, Course Technology, Cengage Learning, Boston, USA., ISBN 978-133-710-133-2.
Peres, Paula (2011). Excel Avançado, 3ª Edição, Edições Sílabo, Lisboa, ISBN 978-972-618-640-3.ll
Sengupta, Chandan (2009). Financial Analysis and Modeling Using Excel and VBA, 2nd Edition, John Wiley & Sons, USA, ISBN 978-047-027-560-3.
Dreher, Gil (2023). Excel 2023: The Must-Have Guide to Master Microsoft Excel - From Beginner to Pro in less than 7 Days - Step-by-step Formulas and Functions with Tutorials and Illustration, 2023 Ed., Gil Dreher, Author edition, ISBN 979-837-552-249-4.
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Fundamentals of Management
At the end of the course, the student shall be able to:
1. Discuss the role of the organizations and managers in the society, as well as, identifying the different theories of management and their effects on the labor and on the performance of the organizations
2. Understand and analyze the effects of the business environment over the organization
3. Discuss and analyze the performance of managers from the point of view of the functions of management
4. Frame and discuss management work under the scope of innovation, social responsibility, and sustainability
S1. Managing in organizations
1.1 Organizations and management of organizations
S2. Theories of management
2.1 Rational goal models
2.2 Internal process models
2.3 Human relations models
2.4 Open systems models
2.5 The competing values framework
S3. The business environment
3.1 The competitive environment
3.2 The general environment
3.3 The stakeholder analysis
S4. Functions of management
4.1 Planning
4.2 Organizing (organizational and management structures)
4.3 Leading
4.4 Controlling
S5. Innovation in organizations
5.1 Entrepreneurship and innovation
5.2 The process of innovation
S6. Social responsibility and sustainability
6.1 Ethics
6.2 Corporate Social Responsibility
6.3 Sustainability
The assessment is twofold: Periodic and Final Exams
Periodic assessment
The periodic assessment comprises the following items:
In class oral presentation - 15%; and, group report - 20%
mid-term test - 10%
Final test - 55%;
The minimum grade for validation of the assessment, for all components, is 7.50 valores. The required attendance record is 80%.
Final exams
There are two phases of final exams at the end of the semester. The passing grade in the exam is 10 valores and it counts for 100% of the final grade.
Note:
The students who fail to pass in the periodic assessment may take the final exam of the second phase.
The students who have got a final grade of 17 valores or above, will have to submit to an oral exam. It is assured the minimum grade to be granted will be no less than 17 valores.
Title: Case studies and other learning materials will be provided by the faculty.
Management: using practice and theory to develop skills / David Boddy (2020, 8th edition) / Pearson
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Title: Casos e artigos serão providenciados pelos docentes
Introduction to Management / John Schermerhorn Jr. and Daniel Bachrach (2020, 13th edition) / Wiley
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Professional Presentations
Learning objectives:
LG1 - To communicate ideas in a structured and clear manner.
LG2 - To behave properly, with professional appearance, during oral presentations.
LG3 - To use audiovisual support instruments in an effective way.
LG4 - To comment on personal oral presentations and provide clear and structured feedback.
LG5 - To identify personal learning needs and be able to create effective self-development plans
Topics:
T1 The importance of public presentations
T2 Planning and structuring oral presentations
T3 Mind Map
T4 Transmission Methods
T5 Rules for slide presentation
T6 Resources
T7 Verbal Communication
T8 Nonverbal Communication
T9 Interaction Techniques
T10 The feedback.
1) Evaluation based on continuous attendance (in person)
- Successful completion of the online course - mandatory
- Attendance in 75% of classes (assessment of Attendance and Class Participation)
- Individual and pair presentations in the classroom (80%)
- Presentation Feedback Forms (10%)
- Mind Maps and Presentation support materials 10%
2) Exams
- Final evaluations tests: 100%
- Possibility of oral assessment, the teacher can request an oral discussion to define the final grade, individually or in pairs.
To successfully complete the continuous assessment, students cannot have less than 7 points in any of the selected assessment components.
Title: Gallo, C. (2014). TED: Os segredos de comunicação das conferências mais carismáticas do mundo. Lisboa: GestãoPlus
Pina, J. (2014). Como fazer apresentações em 10 etapas. Lisboa: Pactor
Pina, J. (2014). Comunicar com humor. Insensatez ou profissionalismo? Lisboa: Pactor
Pina, J. (2011). Apresentações Que Falam Por Si. Lisboa: Lidel.
Rodrigues, A. D. (2022). A natureza da atividade comunicativa. LISBON International PRESS.
Neves, J., Garrido, M. & Simões, E. (2006). Manual de competências pessoais, interpessoais e instrumentais: Teoria e prática. Lisboa: Edições Sílabo.
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Title: Apperson, J. M., Laws, E. L., & Scepansky, J. A. (2006). An assessment of student preferences for PowerPoint presentation structure in undergraduate courses. Computers & Education(50), 148-153.
Barsalou, L. (2008). Grounded Cognition. Annual Review of Psychology, 59, 617-645.
Cyphert, D. (2007). Presentation Technology in the Age of Electronic Eloquence: From Visual Aid to Visual Rhetoric. Communication Education, 56(2), 168 - 192.
Duarte, N. (2008). Slide:ology. The Art and Science of Creating Great Presentations. Sebastopol CA: O'Reilly Media.
Gallo, C. (2010). The presentation secrets of Steve Jobs: how to be insanely great in fron of any audience. McGraw Hill.
James O'Rourke. (2008). O Segredo das Apresentações de Sucesso. Lisboa: Edições Centro Atlântico
Nelson Faria de Oliveira (2008). Como falar em público. Lisboa: Colecção Comunicação & Sucesso, GestãoPlus.
O?Neill, A. & Pina, J.A. (2022). Seja proativo! Assuma o controlo. Lidel. ISBN: 9789897528101
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Technical Report Writing
The following competencies should be developed:
LG1 - To be able to differentiate various types of technical reports;
LG2 - To foresee the structure of the different sections of a technical report
LG3 -To classify and adquire the precise information for insertion in reports;
LG4 - To effectively synthesize ideas and conclusions
LG5 - To cite and paraphrase adequately
LG6 - To use the effective ways of graphical presentation of statistics
Topics:
T1 -Types of reports: identifying the basic formats.
T2 -Structural elements of a technical report .
T3 -Characteristics of a technical text: objectivity, clarity.
T4 -Written communication techniques: how to write a concise, pertinent, and clear text.
T5 -Organization of ideas: how to improve the message comprehension and to highlight the essential information;how to do a effective synthesis.
T6 -Basic rules to guarantee the reports grammatical quality (orthography and syntactical structure).
T7 -Mistakes to avoid: ambiguity, clichés, tautologies, colloquialisms;
T8 -Crediting sources, how and when to cite using quotes and paraphrasing, references.
-How to use text processing an presentations software in report writing.
Teaching methods will combine several approaches to promote the intended learning skills and aiming to promote students autonomous and continuous learning.
Namely it will include blended-learning program, exercises, in-class document analysis and discussion
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1-Ongoing evaluation (b-learning)
Minimum attendance at 2/3 of presencial classes
Approval on online courses(mandatory)
In-class participation and autonomous exercises - 30%
Writing a technical report 70%
2-Ongoing evaluation (presencial classes)
Minimum attendance at 2/3 of presencial classes
In-class participation and autonomous exercises 30%
Writing a technical report 70%
3-Final evaluation
Writing a technical report 100%
In each semestre only one ongoing evaluation prevails
Title: Roman, K. & Raphaelson J. (2010). Writing That Works; How to Communicate Effectively In Business. New York: HarperCollins Publishers Inc.
Oliu, W. E., Brusaw, C. T. & Alred, G. J. (2013). Writing That Works: Communicating Effectively on the Job. Boston, New York: Bedford/St. Martin's.
Hood. J.H. (2013). How to Book of Writing Skills: Words at Work: Letters, email, reports, resumes, job applications, plain English. United States: Wordcraft Global Pty Limited.
Bowden, J. (2008). Writing a Report: How to Prepare, Write and Present Really Effective Reports - 8th Rev. Edition. Begbroke, Oxford: How To Books.
Blanco, E. L. (2000). Como apresentar relatórios. Lisboa: Estampa.
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Title: Young, T. M. (2005) Technical writing A-Z : a commonsense guide to engineering reports and theses New York: ASME.
Sussams, J. E. (1998). Como Fazer um Relatório. Lisboa: Presença.
Soares, M. A., Estrela, E. & Leitão, M. J. (2015). Saber Escrever uma Tese e Outros Textos. Lisboa: Don Quixote.
Peres, P. (2009) Escrever cartas, relatórios e outros documentos com o MS Word. Lisboa: Sílabo.
Kuiper, S. (2007). Contemporary Business Report Writing. Mason: Thomson Higher Education.
Gewirtz, A. R. (2007). How To Say It (R) Business Writing That Works: The Simple, 10-Step Target Outline System to Help you Reach Your Bottom Line. London: Prentice Hall Press.
Gentle, R. (2002). Read This!: Business Writing that Works. Harlow, Essex: Pearson Education.
Forsyth, P. (1998). 30Minutos... para escrever um relatório. Lisboa: Replicação.
Cox J. V. (1997). Como Redigir um Relatório. Lisboa: Cetop.
Campanizzi, J. (2005). Effective writing for the quality professional: creating useful letters, reports, and procedures. Wisconsin: ASQ Quality Press.
Bentley, T. (2002). Report Writing in Business. Oxford: Elsevier /CIMA Books.
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Business English
LG1. Ability to discuss business related topics fluently
LG2. Consolidation of grammar
LG3. Ability to write a letter of application, CV and report
LG4. Ability to make a well structured presentation
LG5. Ability to describe trends, graphs and statistics
LG6. Good understanding and use of numbers
LG7. Ability to understand and discuss relevant headlines and news
articles.
LG8. Use formal written and spoken English
The course work of Business English is organized around the following topics.
S1 Company Structures
Describing department functions
Using numbers, dates, times, statistics
Describing change e.g rise/fall, increase/decrease etc
S2 Recruitment
Writing a letter of application
CVs
S3 Banking and money
Talking about money, and banking services
The language of graphs
S4 The language of presentations
55 Discussion of relevant newspaper articles.
S6 Consolidation of grammar: verbs, prepositions, articles, etc.
Formal vs informal English when writing and speaking
1.TP lessons(24h): development of fluency, key grammar and vocabulary through explanations and participatory methodologies; use of graphs to practice numbers; explanation and application of presentation language; news headlines for discussion. 2.Self Study(26h): study recommendations given at the end of each lesson. This includes: homework exercises; preparation of business presentation and report; grammar review; regular consultation of English news sites e.g. BBC.
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Continuous or periodic/final:
A) Continuous
Participation and attendance (10%)
Presentation (group or individual, defined by the teacher) and individual report on the subject of the presentation (40%).
Test (50%).
B) Periodic/Final
Individual presentation and Report (50%)
Final Exam (50%)
*The evaluation fields apply to all existing teaching modalities (in person, b-learning, mixed or e-learning). There is a minimum grade of 8.5 for each evaluation element.
Title: www.nytimes.com
www.bbc.co.uk
3) For current affairs:
2) Dubicka, I. et al. (2018). Business Partner B1 Coursebook, Pearson Education Limited.
1) Students should download and print the student work book in elearning and bring to lessons.
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Title: Cambridge University Press: Cambridge English for Job-hunting Business English dictionary e.g. English Business Dictionary - Longman
Pearson Education: Market Leader: Business Grammar and Usage
Cotton, D., Falvey, D. and Kent, S. (2007). Market Leader Pre-Intermediate (3rd Edition), Pearson
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Data Analysis for Human Resources Management III
LG1. Choose an appropriate graphical representation, as well as appropriate statistics to describe the data under analysis, taken into account their nature
LG2. Choose and correctly apply hypothesis tests ;
LG3. Perform Principal Component Analysis in order to reduce the dimensionality of the data;
LG4. identify and characterize groups using Cluster Analysis;
LG5. Effectively use the SPSS software.
CP1: Types of variables, Descriptive vs inductive statistics
CP2: Descriptive and exploratory data analysis: tables, graphs, measurements of location, dispersion, symmetry and kurtosis
CP3: Statistical inference: basic concepts, hypotheses, errors, power function, decision rule, parametric and non-parametric tests.
CP4: Relationship between qualitative variables: analysis of contingency tables (Chi-Square tests, ods ratio, relative risk, Cohen's kappa.
CP5: One-Way Anova, t-tests.
CP6: Non-parametric tests: Kolmogorov-Smirnov / Shapiro Wilk; Mann-Whitney; Kruskal-Wallis
CP7: Principal Component Analysis and Cluster Analysis
Assessment regime: continuous or by exam
Continuous assessment: 35% practical component (one or more instruments) + individual theoretical-interpretative component (65%=20% (1st interim test) + 30% (2nd test) + 15% (continuous weekly assessment); each assessment >=8 values.
Exam evaluation: two parts (theoretical 65%+practice 35%). Each test >=8 values.
Final weighted grade, rounded to the nearest units, must be equal to or greater than 10.
Title: Pestana, M.H. & Gageiro, J. (2014 ), Análise de Dados para Ciências Sociais: a Complementaridade do SPSS. 6ª edição. Edições Sílabo., 2014, 6ª edição. Edições Sílabo.7731citations in September2023, https://scholar.google.com/citations?hl=en&user=2Dei-oAAAAAJ
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Title: Andy Field, Discovering Statistics Using IBM SPSS Statistics, 2021, MRKEAN-9781526445766, SAGE PUBLICATIONS LTD
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Analisys and Corporate Finance
At the end of this learning unit's term, the student must be able:
1. To explain the concept of time value of money, discounting and compounding and to be able to compare cash flows with different timetables;
2. To compute cash flows from applications and financing operations;
3. To characterize the organization of the main financial markets;
4. To compute currency and interest rate operations;
5. To describe the concept of business profitability and to compute and analyze the more relevant profitability ratios linking profitability with the firm's capital structure;
6. To analyze the financial condition of a firm and to compute and analyze the more relevant financial ratios;
7. To describe and compute de concept of working capital and to link it with the firm's financial condition;
8. To describe and compute the concept of cash flow in capital investment valuation;
9. To describe and compute the main valuation criteria used in capital investment analysis.
I - Time Value of Money
1. The concept of interest rate, consumption and saving
2. Nominal and real interest rate
3. Financial intermediation and risk
4. Simple and compounding interest
5. Discounting and compounding factors
6. Periodic flows: annuities
7. Applications and financing operations
II - Markets, Instruments and Financial Institutions
1. Foreign exchange market: the currency rate
2. Monetary market: the interest rate
3. Capital markets: primary and secondary markets
4. Financial Institutions
5. Financial information: sources and analysis
III - Financial Analysis
1. Economic and financial flows
2. Income and profitability ratios
3. Financial leverage
4. Sources and application of funds
5. Working capital
6. Solvency
7. Cash flow analysis
IV - Capital Investments
1. Typology of investments
2. The concept of the project's cash flow map
3. Valuation methodology
4. The discount rate
5. Valuation criteria: NPV, IRR, PI and PAYBACK
1.Periodical evaluation:- a.Two mid-term tests (25%;40%) ;- b.Attendance in class (5%) ;- c.Rate of attendance to classes of at least 2/3 ; - d.Final test (30%)
- Minimum average grade 7,5 in the 3 tests ; Approval:average grade equal or above 9.5 points.
2. Exams -Students that fail in regular grading system 1.a,b,c,d have two aditional moments to pass:each worth 100% of the final grade ;grade equal or above 9.5 points
Title: Mota, A. G., Barroso, C., Soares, H. e Laureano, L., "Introdução às Finanças - Fundamentos de Finanças com Casos Práticos Resolvidos e Propostos", Edições Sílabo, 4ª Edição, Lisboa, ISBN 978-989-561-329-8, 2023, 4ª Edição,
Mota, A e C. Custódio, "Finanças da Empresa", Booknomics, 4ª edição - 2008., 2008, 4ª edição,
Barroso, Mota, et al, Introduction to Finance (Fundamentals of Finance with Solved Exercises and Follow-up Exercises), Edições Sílabo, 2021., 2021, 3rd Edition,
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Title: Brealey, Richard A. e Myers, Stewart C, Principles of Corporate Finance, 13ª Edição, McGraw Hill Higher Education, 2019, 13th Edition,
Ross, S., Westerfield R. e B. Jordan, Fundamentals of Corporate Finance Standard Edition, 13ª Edition, McGraw-Hill, 2021, 13th Edition,
Santos, L. e R. Laureano, "Fundamentos e aplicações do Cálculo Financeiro, Edições Silabo, 2ª edição, 2006, 2006, 2ª edição,
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Performance Appraisal
The student who successfully concludes this course will be able to:
LG1. Identify the different purposes/goals that a performance evaluation systems may embrace
LG2. Describe/Characterize the most common performance evaluation systems and their validation
LG3. Describe the main characteristics/features of the performance appraisal interview;
LG4. Characterize the main components that performance appraisal training should address
1. Performance appraisal contextual framework regarding human resources politics/practices and respective management systems
2.The performance appraisal goals/purpose
3.The performance appraisal techniques
4.The psychometric principles
5.The performance appraisal agents
6.Communication in performance appraisal
7. The performance appraisal training
Periodic evaluation: Individual Work (20%); Group work / case solving (30%); Frequency (50%). Students who fail to comply with any of assignments tasks or get grades below 9 or with absenteeism over 20% will be excluded from periodic evaluation.
The final exam: may encompass two moments (1st and 2nd time exams) in strict compliance with ISCTE-Business School predetermined norms.
Title: - Nascimento, G., Pereira, A. (2015). GRH para gestores in Ferreira,A., Martinez, L., Nunes, F. e Duarte, H. (org.). Lisboa: RH Editora.
- Trost, A. (2017). The end of performance appraisal: a practitioners' guide to alternatives in agile organisations. Cham: Springer.
- Aguinis, H. (2013). Performance Management. Harlow: Pearson.
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Year:
Title: - Murphy K. and Cleveland, J. (1995). Understanding performance appraisal. Sage Publication.
- Deblieux, M. (2003). Performance Appraisal: Source Book. Virginia: Society for Human Resource Management.
- Fletcher, C., Williams, R. (2016). Appraisal improving performance and developing the individual. London: Routledge.
- Arvey, R. and Murphy, K. (1998). Performance evaluation in work settings. Annual Review of Psychology. Vol. 49, pp. 141-168;
Authors:
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Career and Reward Management
1. Know how to make a individual-diagnosis of competences applied to a context of career counselling;;
2. Know to diagnose career perspectives inside an organization;
3. Know to conduct a job qualification process;
4. Know to identify different reward components;
5. Make a bridge between some reward components and motivation theories;
6. Know to design a paying for performance scheme;
7. Discuss critically the relationship between career schemes and compensations schemes ;
1. Introduction
Careers, compensation schemes and organizational settings
2. Individual perspectives on career management
- Career counseling
- Career coaching and mentoring
- Personal diagnosis of interests and potential
- New ways of work
- Career conflicts between work and family contexts
3. Organizational perspectives on career management
- Theories about career development
- HR Planning and succession mangement
- Retention and redundancy policies
- Relationship between careers and legal settings
- Job evaluation and impacts on career management and rewards
4. Reward components
- Reward definitions
- Benefits
- Paying for performance schemes
- Financial costs reward structures
- Relationship between reward and legal settings
- Internal and external equity
- Relationship between reward theories and motivation theories
To develop the competences of career counselling and analysis of career management and reward policies the following methodologies will be used:
- Oral exposition
- Simulated experiences
- Solving exercises
- Collective assignments
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- Written Test (50%).
- Following a process of career counseling (40%)
- Participating in a recruitment process (10%)
- Students who fail the delivery of any assignment , take under 9 values in any evaluation or that have more than 33% of absenteeism will be excluded from periodic evaluation.
Students excluded from periodic evaluation can take a final exam (100%).
Title: - Wright, A. (2004). Reward management in context. London: CIPD.
- Taylor, S. (2010). Resourcing and talent management
- Nathan, R. & Hill, L. (2006), Career Counselling. Sage Publications
- Greenhaus, J. H., Callanan, G. A. & Godshalk, V. M. (2009). Career management. The Dryden Press, Harcourt College Publishers.
Authors:
Reference:
Year:
Title: - Spencer,L. e Spencer, M. (1993), Competence at work. Wiley
- Greene R. (2011). Rewarding performance, Routdledge
- Duarte, H. (2015). Gestão de Remunerações. In A. Ferreira, L. Martinez, F. Nunes e H. Duarte (eds) GRH para gestores. RH Editora
- Bolles, R. (2010). De Que Cor É o Seu Pára-Quedas? Guia prático para encontrar emprego e mudar de carreira. Actual Editora
- Armstrong, M. & Murlis, H. (2004), Reward Management, Kogan Page
Authors:
Reference:
Year:
Labour Relations
Identify, interpret and apply labour law focused in collective labour relations.
2. Support a collective bargaining process, comparing and building its content in an ethic way and clearly communicate his/hers choices to social partners.
3. Elect the appropriate way of solving conflicts related to collective labour agreements.
1. Labor Relations and Collective Labour Law.
2. Fundamental collective principles and rights: freedom of association, collective autonomy, self-protection legal.
3. Labour organizations. Constitution and acquisition of legal personality labor organizations. The legal status of workers' representatives. Trade unions and works councils. The legal status of employers' representatives.
4. The collective bargaining: actors, content, scope, procedures. Normative content and content dividend. The principle of membership and its consequences. The scheme of the expiry of agreement.5. The collective labor pacific disputes and lawsuits resolution.6. The legal status of the strike and lockout. The central problem of the definition of "minimum service". The fundamental law of the College of Arbitration for CES.
Regular Season, students who opt for periodic assessment, must have a minimum of 80% attendance and do:
One mini-test - 30% in the final grade.
One final written assessment test - the score must be at least 8 points and corresponds 70% in the final gradde.
Score must be at least 10 points in order to get approval.
Second season exam:
If they had not made de exam in the first season or if they do not achieve a minimum grade;
In order to improve the final grade.
Title: Código do Trabalho não anotado ( edição à escolha do aluno )
António Monteiro Fernandes, Direito do Trabalho, Almedina
Authors:
Reference:
Year:
Title: Maria do Rosário Palma Ramalho, Direito do Trabalho, Almedina
Pedro Romano Martinez, Direito do Trabalho, Almedina
Júlio Manuel Vieira Gomes, Direito do Trabalho, Coimbra Editora
Mário Pinto, Direito do Trabalho, Universidade Católica Portuguesa
Bernardo da Gama Lobo Xavier, Iniciação ao Direito do Trabalho, Verbo
Bernardo da Gama Lobo Xavier, Curso do Direito do Trabalho, Verbo
Bernardo da Gama Lobo Xavier, O despedimento Coletivo no dimensionamento da Empresa, Verbo
Bernardo da Gama Lobo Xavier, Direito da Greve, Verbo
Luís Gonçalves da Silva, Estudos de Direito do Trabalho, Almedina
Código do Trabalho Três anos de Jurisprudência Comentada, Luís Miguel Monteiro e outros, Livraria Petrony.
Authors:
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Year:
Organizational Behavior
1 - Recognize the complexity of the determinants of organizational behavior
2 - Identify the different individual characteristics relevant for work and its consequences for performance
3- Explain the motivational processes that occur in organizational context
4 - Characterize the specificity of organizational group processes and the consequences
5 - Describe how organizational factors affect individual behavior in organizations
1. Individual level
Diversity and individual differences
Emotions at work
Well-being and stress at work
Motivation at work
2. Group Level
Groups and teams in organizations
Teamwork and performance
Individual and group decision-making processes
3. Organizational Factors
Social influence and power in organizations
The culture and organizational climate
Lectures and debates
Analysis and discussion of cases / exercises in subgroups.
Periodic evaluation (PE)
Group work with presentation in class [40%: 30% report, 10% presentation in class]
Individual test (60%). For test access, a minimum rating of 10 values is required in the group work. For clearance of the final classification it is necessary that the minimum classification in the test is 7.5 values.
This assessment requires the student presence in 2/3 of the classes.
Evaluation by exam
Students who do not pass, or choose not to do PE , will do an individual Exam (100%).
Title: Cunha, M. P., Rego, A., Cunha, R. C.& Cabral-Cardoso, C., Neves, P. (2016). Manual de comportamento organizacional e gestão. Lisboa: RH Editora.
Neves, J. Caetano, A.,& Ferreira, J.M.C (2020). Psicossociologia das Organizações ? Fundamentos e Aplicações. Lisboa: Edições Silabo.
Neck, C.P., Houghton, J.D. & Murray, E.L. (2016) Organizational behavior : a critical-thinking approach. Thousand Oaks : Sage.
Robbins, S. & Judge T. (2018). Organizational Behavior - 18Th Edition. Edinburghgate, Harlow: Pearson Education.
Authors:
Reference:
Year:
Title: Caetano, A. & Silva, S. A. (2011). Bem-estar e saúde no trabalho. In Lopes, M. P. Ribeiro, R. B., Palma, P. J. e Cunha, M. P. (eds), Psicologia Aplicada, Lisboa: Recursos Humanos Editora.
Chatman, J. A., & O'Reilly, C. A. (2016). Paradigm lost: Reinvigorating the study of organizational culture. Research in Organizational Behavior, 36, 199-224.
Cialdini. R. (2018). Dominar a ciência da persuasão . In HBR 10 Artigos Essenciais - Comunicação. Actual Editora
Cohen, A. (2016). Are they among us? A conceptual framework of the relationship between the dark triad personality and counterproductive work behaviors (CWBs). Human Resource Management Review, 26(1), 69-85.
Daniel, R. I., John, R. H., & Michael, J. (2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Organizational Psychology and Organizational Behavior, 56, 517-543.
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: the state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43.
Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 489-521
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.
LeBreton, J. M., Shiverdecker, L. K., & Grimaldi, E. M. (2018). The Dark Triad and Workplace Behavior. Annual Review of Organizational Psychology and Organizational Behavior, 5, 387-414.
Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410-476.
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64, 361-388.
Silva, S. A. & Tavares, S. M. (2012). Saúde e bem-estar no trabalho. In A. L. Neves, e R. F. Costa (Coords.), Gestão de Recursos Humanos de A a Z. Lisboa: Editora RH.
Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.
Zapf, D., Kern, M., Tschan, F., Holman, D., & Semmer, N. K. (2021). Emotion work: A work psychology perspective. Annual Review of Organizational Psychology and Organizational Behavior, 8, 139-172.
Authors:
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Year:
Systems of Work Design
By the end of this course students should be able to:
1. Highlight the relevance of the work systems to the strategy of the organization;
2. Frame the work systems in the I4.0 paradigm and in Circular Economy framework
3. Frame the work systems in the context of the supply chain and the processes they are part of;
4. Identify, discuss and apply the implementations of the several work systems dimensions, specially the relationship between tasks and product and the measurement of its efficiency.
1) Introduction
2) Human Resources in Operations
- Strategy of the human resources
- Green human resource management and firms? sustainability performance
3) Work system strategic alignment
- Circular Economy business models for organizations
- Aligning Circular Economy and Work Systems Design with Human Resources Management
- The supply chain perspective
- Outsourcing in the supply chain
- Smart industry and the pathways to HRM 4.0
4) Factors influencing the performance of processes, activities and tasks
- Processes: mapping, analysis and improvement
- Layout
- (re)designing Industry 4.0-enabled work system
5) Developing the task
- Definition, viability
- Relevant decisions: specification, formalization, training, work in group, technology, work station
6) Measuring work
- Conceptual base
- Study of time: #Observations, time observed, rhythm, tolerance, regular time, production rate
- Instantaneous observation: data, #observation, fraction
- Methods-time measurement
Alternative evaluation systems:
A. Continuous evaluation process:
1. Participation in class (5%) and individual assignment (5%)
2. Group assignment (20%)
3. Mid-term exam (20%)
4. Final individual test (50%)
Approval based on a weighted average higher than 10 points and a minimum grade of 7,5 in the final test.
Presence is mandatory in 80% of the classes.
B. Final individual exam
For students who did not succeed in the previous option or decided not to be involved in it.
Title: - Wilson, F. (2010). Organizational behaviour & work. 3rd. Ed. UK, Oxford Univ. press
- Slack, N., Brandon-Jones, A. & Johnston, R. (2013). Operations management. 7th edition, Pearson Ltd., UK
- Reid, R. & Sanders, N. (2011). Operations management. 4th Ed., John Wiley & Sons, USA.
- Johnston, R. & Staughton, R. (2009). Establishing and developing strategic relationships - the role for operations managers. International Journal of Operations & Production Management, 29, 6, 564-590.
- Bilhim, J. (2008). Teoria Organizacional. 6ª ed. Lisboa, ISCSP Ed
Authors:
Reference:
Year:
Title: - Mintzberg, H. (1979). The structuring of organisations. Prentice-Hall International Inc., USA.
- Meel, J., Martens, Y. & Ree, H.J. (2010). Planning Office Spaces: A Practical Guide for Managers and Designers. New York, Laurence King Publishers.
- Jacobs, F., Docherty, P., Kira, M., A. B. Shani (eds) (2009). Creating sustainable work systems, 2nd. Ed, London, Routledge Publishing
- Chase, R. and Aquilano, J. (2011). Operations and supply management. 13th Edition, McGraw-Hill, USA.
Authors:
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Year:
Human Development and Training
1. To integrate the training in the context of the remaining ones practices of human resources management;
2. To explain the importance of the business strategy in the training and development;
3. To describe the articulation among the training needs, conception, implementation and evaluation of the training courses;
4. To evaluate the efficiency and effectiveness of the training;
5. To frame the training process in the acquisition, dissemination and mobilization of competences;
6. 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 (HRM)
1.1. Evolution of the Professional Domain
1.2 Model of approach of the Human Resources Management
1.3 New Paradigm for the Continuous Training
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 Tactics in the Formal Training
3.1 Identifying training Needs
3.2 Management of the Training
3.2 Audit of the Formal Training
Periodic evaluation: Individual Work (20%); Group work / case solving (30%); Frequency (50%). Students who fail to comply with any of assignments tasks or get grades below 9 or with absenteeism over 20% will be excluded from periodic evaluation.
The final exam: may encompass two moments (1st and 2nd time exams) in strict compliance with ISCTE-Business School predetermined norms.
Title: - Aguinis, H. & Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology, 60, 451-474.
- Fee, Kenneth (2011). 101 Learning and Development Tools: Essential Techniques for Creating, Delivering and Managing Effective Training. Philadelphia: Kogan Page
- Nascimento, G., (2015), Formação: uma estratégia de Desenvolvimento Organizacional e Individual, in Ferreira, A., Martinez, L., Nunes, F. e H. Duarte (Eds.), GRH para Gestores, Lisboa: RH Editora
- Noe, R.A. (2022) Employee Training and Development. 9th Edition, McGraw Hill, Boston
Authors:
Reference:
Year:
Title: - Laird, D., Holton III, E. Naquin, S. (2003). Approaches to training and development (3rd edition). Basic Books.
Authors:
Reference:
Year:
Personnel Policies and Regulations
1. To know to define a problem and research objectives;
2. Know to evaluate principal penalties regarding personnel management;
3. Built on a employee handbook;
4. Discuss critically jurisprudence;
5. Write internal memos and regulations;
6. To supervision a disciplinary action;
7. To conduct a payroll procedure ;
8. To analyze the main HR indicators
1. HRM and the main legal and administrative obligations
2. Administrative responsibilities
Organizational responsibilities and legal penalties
Legal maps
Duty of information and individual data protection
3. Regulatory compliance
Parents rights
Discrimination in the workplace
Harassment/Conduct procedures
Contracting foreigner workers
Work with children and young people
Work with disability persons
Drug and alcohol in the workplace
Transports and service trips
Internet and phone policies
Main indicators
4. Formal communication and discipline
Formal communication in organizations
Teleworking
Work time and holidays
Communicating training sessions
Disciplinary actions
5. Payroll and main indicators
Wage Warranty Fund
Tax laws.
Unions and stamp tax
Payroll
Main indicators of HR
Aiming to develop the competencies of interpretation of law frameworks and their practical application to administrative procedures, the following methodologies will be used: expositional, participative discussion, resolution of practical exercises, writing of normative procedures
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-Written test should be taken by students doing the course in continuous evaluation (60%)
-Group assignment (40%)
Students who fail the delivery of any assignment, that take under 9 values in each of the assignments or written test or have more than 33% of absenteeism will be excluded from continuous evaluation.
Students excluded from continuous evaluation can take a final exam that corresponds to 100% of the final grade.
Title: - Seixo, J. M. (2005). Gestão Administrativa dos Recursos Humanos. Lisboa: Lidel
-Leite, F. (2014). Formulários BDJUR. Coimbra: Almedina
- Código do trabalho
Authors:
Reference:
Year:
Title: - Moura, E. (2004). Manual de Gestão de Pessoas. Lisboa: Edições Sílabo HRD Press
- Curado, A. A. (2005). Manual prático de direito do trabalho. Lisboa: Quid Juris
- Caldeira, J. (2010). Dashboards: Comunicar eficazmente a informação de gestão. Coimbra: Almedina
- Bancaleiro, J. (2006). Scorecard de Capital Humano. Lisboa: RH Editora.
Authors:
Reference:
Year:
Safety and Health at Work
Our students will be able to:
A. Identify the importance of safety and health at the workplace;
B. Analyze the role of HRM in the promotion of positive safety culture in the wokplace;
C. Describe the obligations of the Management, in terms of objectives and application;
D. Create and deliver specific plans/projects of SHW, integrated in the policy/strategy of the company, according to the current legislation
1 Basis of SHW
- Social, historical and legal frames of SHW
- The role of WHO and the ILO
- The evolution of SHW
- HST in organisations
2. Safety and Health at work
- Concepts
- Health and professional risks
- Organization and management of SHW in the companies
- Noise, thermic environment, lighting and ventilation
3. Safety at work
- Occupational Accidents, Professional Diseases and prevention
- The risk analysis
- Protection Devices
- Safety signs
- Safety culture
4. Ergonomics
- Ergonomics and work
- Ergonomics analysis
- From prevention to intervention
(1) Periodic Evaluation:
- Group assignment with oral presentation and written report (50%);
- Individual written test (50%)
Approval in periodic evaluation requires a minimum grade of 8 in every evaluation instruments and as long as the final grade reaches 10.
According to IBS rules, a minimum attendance of 2/3 of classes is required to be eligible for periodical evaluation.
(2) Final Evaluation: Exam 100%
Title: Barling, J. & Frone, M. (2004). The psychology of workplace safety. Washington: American Psychological Association.
Cabral, F. (2011). Segurança e saúde do trabalho. Verlag Dashofer.
Castillo, J. & Villena, J. (2005). Ergonomia: conceitos e métodos. Dinalivro.
Clarke, S., Probst, T.M., Guldenmund, F. & Passmore, J. (2015). The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health. John Wiley & Sons, Ltd.
Freitas, L. (2011/2020). Manual de Segurança e Saúde no Trabalho. Edições Sílabo.
Friend, M. & Kohn, J. (2023). Fundamentals of Occupational Safety and Health. Rowman & Littlefield.
Ramos, S. (2020). Ergonomia e o desenho de sistemas de trabalho. In Caetano, Neves e Ferreira (Org.). Psicossociologia das Organizações: Fundamentos e Aplicações. Sílabo
Rebelo, F. (2017). Ergonomia no Dia a Dia. Edições Sílabo.
Authors:
Reference:
Year:
Title: Cabral, F. & Roxo, M. (2000). Segurança e Saúde no Trabalho. Legislação Anotada. Coimbra: Almedina.
De Keyser, V., & Leonova A.B. (2001). Error prevention and well-being at work in western Europe and Russia. Dordrecht: Kluwer Academic Publishers.
Guérin, F., Laville, A., Daniellou, F., Duraffourg, J. & Kerguelen, A. (2006). Compreender o trabalho para transformá-lo: a prática da ergonomia. São Paulo: Edgard Blücher.
Leplat, J. & Cuny, X. (1979). Les accidents de travail. Paris: PUF.
Miguel, A. (2000). Manual de Higiene e Segurança do trabalho, Lisboa: Porto Editora.
Montmollin, M. (1995). A Ergonomia. Edições Piaget.
Ramos, S., Gonçalves, I., Simões, H., & Rebelo, F. (2010). O contributo do design ergonómico na interacção com dispositivos de controlo: um caso de reconcepção de um posto de trabalho. Laboreal, 6, (1), 17-28 http://laboreal.up.pt/revista/artigo.php?id=37t45nSU54711238:7625173931
Reason, J. (1990). Human Error. Cambridge, UK: Cambridge University Press.
Silva, S. (2008). Culturas de Segurança e Prevenção de Acidentes de Trabalho numa Abordagem Psicossocial: Valores Organizacionais Declarados e em Uso. Lisboa: FCG.
Authors:
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Year:
Organizational Communication
At the end of this course the student will be able to:
LG1 - Students will be able to understand "communication" as a constitutive element of organisations and recognise its role for the organisational success.
LG2 - Students will recognise the main theoretical trends in organisational communications as well as in employee communication/internal communication.
LG3 - Students will be able to understand the role of the communication departments, will know the main issues involved in a communications audit and also the interaction with the human resources management
LG4 - Students will recognise the main best practices, techniques and instruments in employee communication.
1. "Communication" as constitutive of the organisations.
1.1. Concept of "Communication"
1.2. Communication inside organizations
2. "Organisational communication" as a fuzzy concept
2.1. From Organizational Communication to employee communication
2.2. Employee Communication Function
3. How to communicate in an efficient way with the employees
3.1. "Communication" position in the organisational structure.
3.2. Interaction with Human Resources Management during the employee life cycle
3.3. Communication Audit
4. Trends and best practices in Employee communications: case studies analysis
4.1. Best Practices in employee communications
4.2. Leadership role in internal communication
4.3. The role of communication during change management processes
4.4. C how to communicate benefits to employees
4.5. Employer Branding, Employee Engagement and Employee Experience
4.6. The employee communication future
Periodic evaluation: entails a minimum atendance of 80% of all classes and get 7,5 in both the specified evaluation moments stated next:
-Individual written examination in class - 60%
-Team written and oral exercise - 40%
Final exam - 100 % for all those that have not obtained 10/20 during the periodic evaluation
Title: Smith, L. (2008). Effective Internal Communication. 2ªEd. CIRP. UK
FitzPatrick, L. and Valskov, K. (2014). Internal Communication: A Manual for practitioners. 1ªed. Kogan Page
Kunsch, M. M. K. (2003) Planejamento de Relac?o?es Pu?blicas na Comunicac?a?o Integrada. 4a ed. Sa?o Paulo, Summus.
Barton, P. (2016). Maximizing Internal Communication ? Strategies to turn heads, win hearts, engage employees and get results. 1ªEd. Aviva Publishers. NY
Authors:
Reference:
Year:
Title: Ruck, K. (2015). Ed. Exploring Internal Communication ? Towards Informed Employee Voice. 3ªEd. Gower
Littlejohn, S., Foss, K., Oetzel, J. (2017): Theories of human communication, 11th ed., Waveland Press Inc., .Long Grove, Illinois.
Broom, G e Sha, B (2013) Cutlip and Center?s Effective Public Relations. N Jersey. Prentice Hall.
Authors:
Reference:
Year:
Deontology and Professional Competences in Hrm
1.Know the ethical values and principles that guide HR professionals
2.Critically evaluate the competences of HR professionals
3.Apply in a practical and systematic way the competences developed on the first cycle of studies on HR;
1. Deontology
1.1 Ethical principles
1.2 Codes of ethics
1.3 Ethical dilemmas in HR settings
2.Professional competences on HR
2.1 Professional competences of HR professionals
2.2 Applying professional competences to transversal problems of HR
The assessment is achieved only during the continuous evaluation period having not any re-siting possibility: Practical assessment (100%);
BibliographyTitle: - CIPD (2012). Code of Professional Conduct. Retirado de www.cipd.co.uk
- Budd, J. e Scoville, J. (2005). The ethics of human resources and industrial relations, Labor and Employment Relations Association
- APG (2007). Código de Ética na Gestão das Pessoas. Retirado de www.apg.pt
- Akanda, A. (2013). The practicalities of human resources, Author House
Authors:
Reference:
Year:
Title: - Wiley, C. (2000). Ethical standards for human resource management professionals: A comparative analysis of five major codes. Journal of Business Ethics, 25, 93-114.
- Islam, G (2012). Recognition, reification, and practices of forgetting: Ethical implications of human resource management. Journal of Business Ethics, 111, 37-48.
- Edwards, J., Scott, J. e Raju, N. (2003). The human resources program - Evaluation handbook. Sage Publications.
Authors:
Reference:
Year:
Organizational Diagnosis and Organizational Change
LG1. Identify the different organizational diagnosis models.
LG2. Characterization of the different approaches to organizational change.
LG3. Make a diagnosis of a specific organization using the theoretical models.
LG4. Design and report a project of organizational change.
I - Diagnosis and organizational change - Introduction
1.1 - Types of consultancy and organizational diagnosis' models
1.2 - Organizational Changes: different approaches
1.3 - Methods of Diagnosis and ethical procedures
II-Models of Organizational Diagnosis
2.1 - The Weisbord's six box model, 7S McKinsey, Burke and Litwin, Congruency Model (Nadler and Tushman)
2.2 - Organizational Climate and Culture models: the perspectives of de Schein, Quinn and McGrath
2.3 - The performance and processes management perspective: Stream Analysis from J. Porras, and FMECA.
2.4 - The diagnosis focused on health problems and performance: Presenteeism and absenteeism models.
III-Organizational Change
3.1 - Planned Change and emergent Change
3.2 - The Change phases
3.3 - The Change project
3.4 - Diagnosis report and proposals
IV- Case studies
Continuous regime:
- Group Assignment + Presentation: The weight is 40%.
- Individual exam: the weight is 60%. Minimum grade required in individual exam to pass the course: 8 points.
Exame Option:
Final exam (100% of the final grade). The grade of the group assignment will not be considered for exam option or grade improvement.
Title: 5. Rothwell, W., Stopper, A., Myers, J. (Editors) (2017). Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD Practitioner. New York: Productivity Press.
4. Ferreira, A. I., & Martinez, L.F. (2008). Manual de Diagnóstico e Mudança Organizacional. Lisboa: RH Editora.
3. Cummings, T. G. & Worley, C. G. (2014). Organization development and change (10th ed.) St. Paul, MN: West Publishing Company.
2. Cawsey, T., Deszca, G., Ingols, C. (2015). Organizational Change: An Action-Oriented Toolkit. Thousand Oaks: SAGE
1. Anderson, D. (2019). Organization development: The process of leading organizational change (5th Edition). New York: Sage.
Authors:
Reference:
Year:
Title: Zhou, Q., Martinez, L.F., Ferreira, A.I., & Rodrigues, P. (2016). Supervisor support, role ambiguity and productivity associated with presenteeism: A longitudinal study. Journal of Business Research, 69(9), 3380-3387.
Weisbord, M.R. (1976). Organizational diagnosis: Six places to look for trouble with or without a theory. Group and Organizational Studies, 1, 430-447.
Weick, K., & Quinn, R. (1999). Organizational Change and Development. Annual Review of Psychology, 361-86.
Van de Ven, A. H. & Poole, M. S. (1995). Explaining development and change in organizations, The Academy of Management Review, 20 (3), 510-540.
Stablein, R. (1996). Data in organization studies. In S.R. Clegg, C. Hardy & W.R. Nord (Eds), Handbook of Organization Studies (pp. 509-525). Thousand Oaks, CA: Sage.
Schneider, B., González-Romá, V., Ostroff, C., & West, M. A. (2017). Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 468-482.
Schein, E. (1999). The Corporate Culture. Survival Guide. Warren Bennis Book.
Schein, E.H. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41, 229-241.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: a cross?national study. Educ. Psychol. Measure, 66, 701?716. doi: 10.1177/0013164405282471
Ruhle, S. A., Breitsohl, H., Aboagye, E., Baba, V., Biron, C., Leal, C. C., Dietz, C., Ferreira, A. I., Gerich, J., Johns, G., Karanika-Murray, M., Lohaus, D., Løkke, A., Lopes, S. L., Martinez, L. F., Miraglia, M., Muschalla, B., Poethke, U., Sarwat, N., ? Yang, T. (2020). ?To work, or not to work, that is the question??Recent trends and avenues for research on presenteeism. European Journal of Work and Organizational Psychology, 29(3), 344?363. https://doi.org/10.1080/1359432X.2019.1704734
Rothwell, W., Stopper, A., Myers, J. (Editors) (2017). Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD Practitioner. New York: Productivity Press.
Roodt, G. (2008). Survey research and data feedback. In C.L. van Tonder & G. Roodt (Eds.), Organisation development: Theory and practice, (pp. 251?268). Pretoria: Van Schaik.
Rego, A., Owens, B., Leal, S., Melo, A., Cunha, M. P., Gonçalves, L., & Ribeiro, L. (2017). How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model. The Leadership Quarterly, 28, 639?658.
Quinn, R.E. & McGrath, M. R. (1985). The transformation of organizational cultures: A competing values perspective. In P.J. Frost, L.F. Moore, M.R. Louis, C.C. Lundberg, & J. Martin (Eds.), Organizational Culture (pp. 315-334). Beverly Hills: Sage Publications, Inc.
Porras, J.E. (1987). Stream Analysis, A powerfull way to diagnose and manage organizational change. Reading, Mass.
Podsakoff, P.M. & Dalton, D.R. (1987). Research methodology in organizational studies. Journal of Management, 13, 419-460.
Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88, 680?693.
O?Reilly C, Chatman J, & Caldwell D. (1991). People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34, 487?516
Neves, P., Almeida, P., & Velez, M. J. (2018). Reducing intentions to resist future change: Combined effects of commitment?based HR practices and ethical leadership. Human Resource Management, 57(1), 249?261.
Neves, J.G., Simões, E., & Garrido, M.V. (2015). Manual de Competências (3ª Edição). Lisboa: Sílabo.
Nadler, D. A. & Tushman, M. L. (1989). Organizational Frame Bending: Principles for Managing Reorientation. The Academy of Management Executive, 3,194- 204.
Nadler, D.A. (1989). Organizational frame bending: Types of change the complex organization. In D.A. Nadler (Ed.), Corporate Transformation (pp. 66-83). San Francisco: Jossey Bass.
Martins, N. & Coetze, M. (2009). Applying the Burke-Litwin model as a diagnostic framework for organisational effectiveness. SA Journal of Human Resources Management, 7, 144-156.
Martinez, L.F., Ferreira, A.I., & Can, A.B. (2016). Consultant-Client Relationship and Knowledge Transfer in Small-and Medium-Sized Enterprises Change Processes. Psychological Reports, 118, 608-625.
Mach, M., Ferreira, A.I., & Abrantes, A.C.M. (2022). Transformational leadership and team performance in sports teams: A conditional indirect model. Applied Psychology: An International Review, 22(2), 662-694.
Lewin, K. (1951). Field Theory in Social Science. New York: Harper.
Levinson, H. (1994). The practitioner as a diagnostic instrument. In A. Howard & Associates (Eds.), Diagnosis for Organizational Change: Methods and Models (pp. 27-52). New York, NY: Guilford.
Leavitt, H.J. (1965). Applied organizational changes in industry. In J.G. March (Ed.), Handbook of Organizations (pp. 1144-1170). New York: Rand McNally.
Landers, R.N. (2019) (Ed.). The Cambridge Handbook of Technology and Employee Behavior. Cambridge University Press.
Kottler, J.P. (1995). Why transformation efforts fail. Harvard Business Review, 73, 59-67.
Johns, G. (2010): Presenteeism in the Workplace: A review and research agenda. Journal of Organizational Behavior, 31, 519-542.
Huy, N.Q., Corley, K, & Kraatz, M. (2014). From support to mutiniy: shifting legitimacy judgements and emotional reactions impacting the implementation of radical change. Academy Of Management Journal, 57(6), 1650-1680.
Hartnell, C. A., Ou, A. Y., Kinicki, A. J., Choi, D., & Karam, E. P. (2019). A meta-analytic test of organizational culture?s association with elements of an organization?s system and its relative predictive validity on organizational outcomes. Journal of Applied Psychology, 104(6), 832?850.
Freitas, B. (2009). Diagnóstico Organizacional e Perspectivas de Mudança ? O caso do Corpo de Fuzileiros. Tese de Mestrado em Comportamento Organizacional. Iscte ? Instituto Universitário de Lisboa.
Ferreira, A.I., & Martinez, L.F. (2011). Intellectual capital: Perceptions of productivity and investment. Revista de Administração Contemporânea, 15(2), 249-260.
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. (2011). Metodologias e Investigação Aplicada. In Lopes, M.P., Palma, P.J., Bártolo-Ribeiro, R., Cunha, M.P. (Eds), Psicologia Aplicada (pp. 25-46). Lisboa: RH Editora.
Ferreira, A.I. (2010). Clima organizacional e sua importância no diagnóstico das empresas. Pessoas & Sintomas, 11, 59-63.
Di Pofi, J.A. (2002). Organizational diagnostics: Integrating qualitative and quantitative methodology. Journal of Organizational Change, 15(2), 156-168.
Cheung, JH, Burns, D.K., Sinclair, R.R., & Sliter, M. (2017). Amazon Mechanical Turk in organizational psychology: an evaluation and practical recommendations. Journal of Business and Psychology, 32 (4), 347-361.
Cawsey, T., Deszca, G., Ingols, C. (2015). Organizational Change: An Action-Oriented Toolkit. Thousand Oaks: SAGE
Cancelliere, C., Cassidy, J. D., Ammendolia, C., & Cote, P. (2011). Are workplace health promotion programs effective at improving presenteeism in workers? A systematic review and best evidence synthesis of the literature. BMC Public Health, 11(395).
Burke, W.W. (1994). Organizational Development: A Process of Learning and Changing. Reading, MA: Addison-Wesley.
Beer, M., Eisentat, R., & Spector, B. (1990). Why change programs don?t produce change, Harvard Business Review, 68 (6), 158-166.
Bakker, A.B. & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309?328.
Authors:
Reference:
Year:
Conflicts Management and Negotiation
LG1. Explain the inevitability of conflict in organizational settings;
LG2. Characterize negotiation as a mean of conflict management and allocation of scarce resources;
LG3. Diagnose the sources and nature of conflict in organizational settings;
LG4. Planning a negotiation;
LG5. Design and implement negotiation strategies depending on the preferred outcomes;
LG6. Deal with the specifics features of group negotiation.
LG7: Organize mediation and arbitration interventions.
Note. LG = learning goals
PC1. Negotiation: a response to the consequences of diversity in organizations; Types of organizational conflicts; The negotiation process as an effective manner for resolving organizational conflicts; The human resources manager as negotiator;
PC2. Integrative bargaining and distributive bargaining: strategies and tactics; Heuristics and biases in decision making: the impact on negotiation processes; Interpersonal relationships and emotions in negotiation; Power in negotiation;
PC3. Preparing negotiation;
PC4. Conflict management styles and negotiation strategies;
PC5. Negotiation between teams and groups: specific process of multilateral negotiations; Steps in the preparation and approach to a negotiation between teams;
PC6. Arbitration and Mediation;
Note. PC = program contents
Lectures and debates; Case analysis subgroups; Problem based learning; Simulation of negotiation and organizational conflict management situations (role play).
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Periodic evaluation: 1. Group essay according to a structured script (35%);
2. Oral presentation of the group essay (10%); 3. Learning control process (Oral presentation about a specific program content after taught by the teacher) (5%); 4. Exam (50%).
Periodic evaluation assumes the student ensures a degree of attendance equal to or greater than 2/3 of the classes actually given. To access exam is necessary to obtain an average rating equal to or higher than 8,5 over the two previous evaluations. Final grade requires test result equal to or greater than 7,5.
Students (self)excluded from periodic evaluation can take the final exam (100%).
Title: Thompson, L. (2020). The Mind and heart of the negotiator, 7th Edition. Pearson. (tradução portuguesa) Thompson, L. (2008). A razão e o coração do negociador, 3.ª Edição. Edições Monitor.
Simões, E. (2020). Conflito e negociação. In A. Caetano, J. Neves & J.M. Carvalho Ferreira (Orgs.), Psicossociologia das organizações: Fundamentos e aplicações (pp251-272). Editora Sílabo
Simões, E. (2012). Negociação e gestão de recursos humanos. In A.L. Neves & R.F. Costa (Coord.) Gestão de recursos humanos de A a Z ( pp 457-460). Editora RH.
Mahony, D. M. & Klaas, B. S. (2014). HRM and conflict management. In W. K. Roche, P. Teague, & A. Colvin (Eds.) The Oxford handbook of conflict management in organizations (pp.79-104). Oxford University Press.
Kolb D. M, & Porter, J. L. (2015). Negotiating at work: Turn small wins into big gains. Jossey-Bass.
De Dreu, C. K. W. & Gelfand, M. (2013). The psychology of conflict and conflict management in organizations. Psychology Press.
Authors:
Reference:
Year:
Title: Thompson L. (2020) Win-Win negotiation in a global economy. In: Pfeffermann N. (Eds) New Leadership in Strategy and Communication. Springer. https://doi.org/10.1007/978-3-030-19681-3_3
Swaab, R. I., Lount, J. R. B., Chung, S., & Brett, J. M. (2021). Setting the stage for negotiations: How superordinate goal dialogues promote trust and joint gain in negotiations between teams. Organizational Behavior and Human Decision Processes, 167, 157?169. https://doi.org/10.1016/j.obhdp.2021.08.001
Stone, D., Patton, B., & Heen, S. (1999). Difficult conversations. Penguin.
Simões, E. (2015). Gestão de conflitos. In A. Ferreira, L. Martinez, F. Nunes & H. Duarte (Coord.) Gestão de recursos humanos para gestores (pp.371-39). Editora RH.
Simões, E. (2015). Negociar. In J. Neves, M. Garrido & E. Simões, Manual de competências pessoais, interpessoais e instrumentais - teoria e prática, 3.ª Edição. Editora Sílabo.
Simões, E. & Antunes, M. J. (2013). Negociações difíceis: o papel dos gestores de recursos humanos nas reestruturações. In P. Neves & M. P. Lopes (Coords.) Comportamento organizacional no século XXI: diálogos entre a gestão e a academia (pp 123-137). Editora RH.
Robinson, R. J. (1995). The conflict-competent organization. A research agenda for emerging organizational challenges. In R. M. Kramer &. D. M. Messick (Eds.), Negotiation as a social process (pp. 186-204). Sage.
Pruitt, D. G., & Carnevale, P. J. (1993). Negotiation in social conflict. Open University Press.
Lax, D. A. & Sebenius, J. K. (1986). The manager as negotiator. Free Press.
Malhotra, M. & Bazerman, M. H. (2008). Negotiation genius: how to overcome obstacles and achieve brilliant results at the bargaining table and beyond. Bantam Books.
Jesuíno, J. C. (1992). A negociação - estratégias e tácticas. Texto Editora.
Lewicki, R., Barry, B., & Saunders, D. M. 2020). Negotiation, 8th Edition. McGraw-Hill.
Jang, D., Choi, H. & Loewenstein, J. (2021). Integration Through Redefinition: Revisiting the Role of Negotiators? Goals. Group Decision and Negotiation, 30(5), 1113?1131. https://doi.org/10.1007/s10726-021-09749-8
Fisher R., Ury, W., & Patton, B. (2007). Getting to yes: negotiating agreement without giving in. 2nd Edition. Random House. (tradução portuguesa) Fisher, R., Ury, W., & Patton, B. (1993). Como Conduzir uma Negociação? Como negociar um acordo sem desistir. Edições Asa).
Deutsch, M., Coleman, P. T. & Marcus, E. C. (2014). The handbook of conflict resolution: theory and practice, 3rd Edition. Jossey-Bass.
De Cremer,D. & Pillutla, M. M. (2012). Making negotiations predictable: what science tell us? Palgrave MacMillan.
Caputo, A., Kargina, M. & Pellegrini, M. M. (2022). Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda. International Journal of Conflict Management. https://doi.org/10.1108/ijcma-07-2021-0117
Brett, J., & Thompson, L. (2016). Negotiation. Organizational Behavior & Human Decision Processes, 136, 68-79. https://doi.org/10.1016/j.obhdp.2016.06.003
Authors:
Reference:
Year:
Recruitment and Selection
LG1. Manage the legal and ethical questions of the recruitment and selection of people;
LG2. To know the different methods and techniques used, its applicability and effectiveness;
LG3. Conceive and lead a process since the phase of the identification of the necessity until the a evaluation and follow-up;
LG4. Define and evaluate the quality and value of a recruitment and selection process;
LG5. Write the final reports and communicate the decision in context of management of people.
S1 - Introduction
S1.1. The context for recruitment and selection
S1.3. Ethical and legal issues
S2 - Analysis of necessities of Human Resources
S2.1. R.S. and strategical planning.
S2.2. Competencies: identification, description and elaboration of profile of the candidate
S3 - Attracting and Recruitment
S3.1. Sources and types of recruitment
S3.3. New technologies and RS
S4 - Competencies-Based Selection
S4.1. Phases of a selection process.
S4.2. Methods and predictors of performance (Biographical data, interview, tests and exercises)
S4.3. Assessment centres.
S5 - Decision and Orientation
S5.1. Decision making - Criteria.
S5.2. Report and communication of information (customer and candidates).
S6 - Follow-up, evaluation and control of the process
1. The assessment is achieved only during the continuous evaluation period having not any re-siting possibility:
a) Test (25%)+ Participation and individual PF activities (25%);
b) Assessment centre (Design and implementation (35%)) +report development and discussion (15%);
Attendance (and punctuality) equal or below 66%.
2. Students who take under 9.0 values in any assignment or that have more than 33% of absenteeism will not be approved .
Title: -Taylor, S. (2014). Resourcing and Talent Management. London: Chartered Institute of Personnel and Development.
- Taylor, I (2008). The assesment and selection handbook: Tools techniques and exercises for effective recruitment and development. London: Kogan Page.
- Landers, R. & Schmidt (Eds) (2016). Social media in employee selection and recruitment : theory, practice, and current challenges. Switzerland : Springer
- Cook, M. (2009). Personnel Selection: Adding value through people. Chichester: John Willey & Son.
Authors:
Reference:
Year:
Title: - Woodruffe, C. (1995). Assessment Centres - Identifying and developing competence. London: Institute of Personnel and Development..
- Wood, R. e Payne, T (1998). Competency based recruitment and selection - A practical guide.Chichester: John Wiley & Sons
- Taylor, I (2007). A Practical Guide to Assessment and Selection Methods: Measuring competency for recruitment and development. London: Kogan Page.
- Schmitt N. (2012). The Oxford handbook of Personnel Assesment and Selection. Oxford
- Sackett, P. e Lievens, F. (2008). Personnel Selection. Annual Review of Psychology, 59, 419-450.
- Roberts, G. (2004). Recruitment and Selection. London: CIPD - Chartered Institute of Personnel Development.
- Nikolaou, I. e Oostrom, J. (2015).Employee, recruitment, selection. And assessment - Contemporary issues for theory and practice. East Sessex: Psychology Press.
- Neves, J., Garrido, M. e Simões, E. (2015). Manual de ccmpetências pessoais, interpessoais e instrumentais. Lisboa, Sílabo.
- Hough, L. e Oswald, F. (2000). Personnel Selection: Looking Toward the Future--Remembering the Past. Annual Review of Psychology, 51: 631-664.
- Heneman III, H., Judge, T. e Kammeyer-Mueller, J. (2012) Staffing organizations. Middleton: McGraw-Hill International Edition.
- Edenborough, R. (2005). Assessment Methods in Recruitment, Selection and Performance. London: Kogan Page Limited.
- Breaugh, J. (2013). Employee Recruitment. Annual Review Psychology, 64; 389-416
Authors:
Reference:
Year:
Personnel Economics
LO1. Describe the Portuguese and European labour market outcomes.
LO2. Explain labour market outcomes according to theoretical frameworks.
LO3. Explain the discussions around unemployment and other Portuguese and European labour market outcomes.
LO4. Explain the impact of organisational choices on labour market outcomes.
P1. Main Portuguese and European labour market outcomes
P2. Theoretical foundations of the labour market
a) Neoclassical model
b) Keynesian theory
c) Institutional theory
P3. Applications
a) The debate over labour market policies
b) The controversy on labour market segmentation
c) The controversy on the minimum wage and its impact on firms
d) The debate on employment protection legislation
The continuous assessment includes:
- mid-term test (35%)
- final test (35%)
- presentation in the classroom (30%)
Final exam assessment includes:
- Sit for a final exam (1st or 2nd season)
Title: Kaufman, B.E. (1994) The Economics of Labour Market, USA: The Dryden Press (4ª edição).
Champlin, D.P. e Knoedler, J. (2017) The Institutionalist Tradition in Labour Economics, London: Routledge.
Bosworth, D., Dawkins, P. e Stromback, T. (1996) The Economics of the Labour Market, Harlow and England: Addison Wesley Longman Limited.
Borjas, G. (2010) Labour Economics, Boston: McGraw-Hill International Edition (5ª edição).
Authors:
Reference:
Year:
Title: Piore, M. (1972) Notes for a Theory of Labor Market Stratification. Working Paper Department of Economics, nº 95, Cambridge: Massachusetts Institute of Technology.
Osterman, P. (1984) (Ed) Internal Labor Markets, Cambridge: The MIT Press
Morel, N., Palier, B. and Palme, J. (2012) Towards a Social Investment Welfare State, London: Policy Press.
Lindbeck, A e Snower, D. (2001) ?Insiders versus outsiders?, Journal of Economic Perspectives, 15(1): 165-188.
Lindbeck, A. (1994) ?The Welfare State and the Employment Problem?, American Economic Review, 84(2): 71-75
Kluve, J. (2010) ?The effectiveness of European active labor market programs?, Labor Economics, 17(6): 904-918.
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.
Kaufman, B. (2010) ?Institutional Economics and the Minimum Wage: Broadening the theoretical and policy debate?, Industrial and Labor Relations Review, 63(3): 427-453.
Kaufman, B. (1997) Government Regulation of the Employment Relationship, Cornell University Press.
Grimshaw, D., Ward, K., Rubery, J. e Beynon, H. (2001) ?Organisations and the transformation of the internal labour market?, Work, Employment and Society, 15(1): 25-54.
Eichhorst, W. e Rinne, U. (2018) ?Promoting youth employment in Europe: Evidence-based policy lessons. In: Malo, M. e Mínguez, A. (eds) European Youth Labour Markets: Problems and Policies?, Cham: Springer, pp. 189-204.
Doeringer, P. e Piore, M. (1971) Internal Labour Markets and Manpower Analysis, Lexington MA: Heath Lexington Books.
Centeno, M. (2013) O Trabalho: Uma Visão de Mercado, Lisboa: Fundação Francisco Manuel dos Santos.
Carvalho da Silva, M., Hespanha, P. e Castro Caldas, J. (Coords.) (2017) Trabalho e Políticas de Emprego: Um Retrocesso Evitável, Coimbra: Actual.
Caliendo, M. and Schmidl, R. (2016) ?Youth unemployment and active labour market policies in Europe?. IZA Journal of Labor Policy 5(1): 1-30.
Authors:
Reference:
Year:
Strategic Management
1. To understand different strategic analysis situations, including the analysis of the environment, industry, and stakeholders and their influence on the internal analysis of organizations.
2. To use rational approaches to identify and choose strategic alternatives
3. To analyze issues and practices related to the implementation and control of chosen strategies.
4. To incorporate principles of ethical, responsible and sustainable management into strategic decision-making.
5. To understand current themes in the area of Strategic Management.
6. To develop critical thinking.
7. To have autonomy to plan learning processes to advance knowledge in the area under study.
1. Basic Concepts (from positioning to movement)
2. Ethics, CSR and Sustainability
3. Strategy Formulation - vision, mission and values
4, The Resource Based View and Dynamic Capabilities
5. External (macro analysis)
6. Industry and Competitor Analysis
7. Strategic choice (competitive strategies)
7.1. The generic strategies
7.2. Blue Ocean Strategies
8. Strategic choice (corporate strategies)
8.1. Vertical integration
8.2. Diversification
8.3. Strategic alliances
8.4 internacionalization
9. Implementation
10. Strategic Control & Balanced Scorecard
11. Corporate Governance
12. Current issues in strategic management
Option 1(Periodic assessment)
-50%: End of term Test (AW=30+3 hrs)
-50%: Group assignment throughout the semester divided into 4 presentations (15% +15% +10% +10%)
Approval: Weighted average of 10 or more (0-20 scale); the end of term test and the weighted average of the remaining periodic assessment components cannot be less than 8 (0-20 scale).
Option 2 (End of term exam)
Approval: 10 (on a 0-20 scale)
Title: Barney, J. B., & Hesterly, W. S., Strategic management and competitive advantage: Concepts and cases. Pearson., 2021, Barney, Jay B., Hesterley, William S. (2021) Strategic Management and Competitive Advantage: Concepts and Cases. Pearson,
Pearce, J. A., Robinson, R.B. (2014), Strategic Management Formulation, Implementation and Control, 7th edition, McGraw hill International Editions
Thompson, A., Peteraf, M., Gamble, J., Strickland III, A. J., Crafting & executing strategy 23/e: The quest for competitive advantage: Concepts and cases. McGraw-Hill Education., 2021, Thompson, Strickland and Gamble (2021). Crafting and Executing Strategy The Quest for Competitive advantage, McGraw Hill,
Chandler, D. (2022). Strategic corporate social responsibility : Sustainable value creation . Sage Publications
Ferrell, O. C., & Fraedrich, J. (2021). Business ethics : Ethical decision making and cases. Cengage learning
Authors:
Reference:
Year:
Title: António, N. S., Estratégia Organizacional: do mercado à ética. Escolar Editora., 2012, (2012). Estratégia Organizacional: do mercado à ética. Escolar Editora.,
António, N.S., Estratégia Organizacional - do Posicionamento ao Movimento. Edições Sílabo., 2015, António, Nelson Santos (2015) Estratégia Organizacional - do Posicionamento ao Movimento, 3ª Edição, Edições Sílabo.,
Kim, W. C. & Mauborgne, R. 2005. Blue Ocean Strategy: From Theory to Practice. California Management Review, Spring 2005, Vol. 47(3):105-121
Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard business review , 84(12), 78 92
Porter, M. E., & Kramer, M. R. (2011). Creating shared value: Redefining capitalism and the role of the corporation in society. Harvard Business Review , 89(1/2), 62 77
Authors:
Reference:
Year:
Quality Management
LG1: Analyse the quality management system with a view to its integration and its development
LG2: To apply the techniques of quality management as a management tool
LG3: To identify and apply techniques and tools for the measurement, analysis and improvement of organisations
LG4: To define, implement and audit the quality management system according to the specific requirements of each organisation.
1.Framework (objective, notions of importance and interconnection with other areas, evolution through history, quality management gurus, 7 Principles of Quality Management, glossary)
2.Portuguese Quality System/European Quality System Certification of Quality Management Systems, Products, Processes and Personnel Qualification Standardisation
3.Architecture of Quality Management Systems (NP EN ISO 9001:2015)
4.Mapping Processes and identifying KPI's
5.Quality Tools and Techniques
6.Total Quality Programs.
7.Quality Evaluation
8.Process mapping Vs. The Value Chain
9.Challenges of Quality Management in the XXI Century
Methods be used during the semester:
-Traditional / lectures for presenting theoretical models and concepts.
-Participative in the analysis and solution of exercises.
-Participative in the analysis and discussion of case studies.
-Active in the execution of individual assignments.
-Active and cooperative in the execution of group assignments.
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A) SIT (Periodic assessment):
1.1 Attendance (min80%)
1.2 Teamwork final(40%);
1.3 Individual written Test (60%)
Minimum mark: 8 out of 20 (1.2, 1,3)
Or
2. Individual written Exam (100%)
Minimum mark: 10 out of 20
B) RESIT (if unsuccessful SIT)
Individual written Exam (100%)
Minimum mark: 10 out of 20
Title: International Organization for Standardization (2015). Quality management systems requirements (9001:2015) https://www.iso.org/obp/ui/#iso:std:iso:9001:ed-5:v1:en
Abuhav, I. (2017). A Complete Guide to Quality Management Systems? Fundamentals and vocabulary (9001:2015)
Pires, A.R. (2016). Sistemas de Gestão da Qualidade, Ambiente, Segurança, Responsabilidade social, Industria, Serviços, Administração Pública e educação, Edições Sílabo.
Goetsch, David L. and Stanley Davis (2021). Quality Management for Organizational Excellence: Introduction to Total Quality.9th Edition, New Jersey, Pearson Education, Inc.
Authors:
Reference:
Year:
Title: European-Accredition.org
Acordos EA
- www.ceoq.com
- www.enac.es
- www.bsi.uk
- www.eic.pt
- www.certif.pt
- www.apcer.pt
Sites de Entidades certificadoras:
Juran, J.M and Godfrey,A.B.(1999). Juran´s Quality Control Handbook. New Jersey, MC Graw Hill International Editions.
Authors:
Reference:
Year:
Marketing Management
At the end of this course, students should:
LG1. Describe the evolution of the Marketing concept;
LG2. Analyse the main market performance indicators;
LG3. Identify methods for gathering information about the consumer;
LG4. Develop a portfolio analysis with an external and internal vision of the organization;
LG5. Develop a SWOT analysis;
LG6. Identify target markets and define a positioning strategy;
LG7. Identify marketing-mix politics.
LG8. Identify future trends in marketing.
P1. Evolution of the Marketing concept
P2. Marketing Plan
P2.1. Plan components and control
P2.2.Organizational structure
P3. Situational Analysis (offline and online)
P3.1. Market
P3.2. Consumer behaviour
P3.3. Market intelligence
P3.4. Competition analysis
P3.5. Company analysis
P3.6. Portfolio analysis
P3.7. SWOT analysis
P4. Segmentation and Targeting
P5. Positioning
P6. Marketing-mix (offline and online)
P6.1.Product
P6.2. Price
P6.3. Placement
P6.4. Promotion
CP7. Future Trends in Marketing
CP7.1 Digital Transformation
CP7.2 The role of Generative AI in Marketing
CP7.3 The role of Marketing for a Sustainable future
Continuous evaluation: Individual participation in class (15%); Individual discussion of the workgroup project: (20%); Workgroup report (10%); individual case studies (15%); Final individual exam (40%). Minimum grade in any of the components: 8 values, min. 10v. for final approval. Attendance to classes of at least 2/3 (less will exclude students from this evaluation scheme). Failure in the regular grading system have two additional moments to pass, each worth 100% of the final grade.
A final above 16 may imply an additional oral examination.
Title: BAYNAST, Arnaud; LENDREVIE, Jacques; LÉVY, Julien; DIONÍSIO, Pedro; RODRIGUES, Joaquim Vicente. (2021), MERCATOR 25 Anos, o Marketing na Era Digital, Dom Quixote.
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Title: Philip Kotler, Gary Armstrong, Sridhar Balasubramanian, Principles of Marketing, Global Edition, 2023, Kotler, P. , Armstrong, G, Balasubramanian. S. (2023). Principles of Marketing, Global Edition. Pearson,
Exercícios e artigos entregues aos alunos
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Recommended optative
Optional courses will only be held if they achieve a minimum number of enrollments.
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