Escola de Economia e Gestão
Foundations of Organizational Behaviour
Learning Outcomes:
Analyze the foundations of human behaviour in organisations.
Relate the organisational behaviour concepts in di_erent units of analysis (individual,
group and organisational).
Examine and explain interpersonal processes and dynamics in organisations.
Apply these concepts when dealing with management problems in which the human
factor plays an important role.
Develop critical thinking in the study of organisational behavior
Program:
Evolving perspectives in organisational behavior (OB). The foundations of
individual behaviour in organisations. Dispositional and situational factors. Personality.
Attitudes and values. Individual information processing. Perception distortions. Job
satisfaction. Motivation. The individual-organisational _t. Organizational commitment.
Stress. Psychological contract. Perceptions of organisational justice. Interpersonal processes
and group dynamics. Leadership. Conict. Power and political behaviour. Stakeholder
theory.
Bibliography:
Cunha, M.P., Rego, A., Cunha, R.C. e Cabral-Cardoso, C. (2006). Manual de comportamento
organizacional e gestão (5ª edição, revista e actualizada). Lisboa: RH Editora.
Robbins, S. & Judge, T. (2007). Organizational Behavior (12th edition). Upper Saddle River:
Prentice-Hall.
Escola de Economia e Gestão
Strategic Human Resource Management
Learning Outcomes:
Analyze and compare human resource management perspectives.
Explore the different approaches to human resource management.
Integrate human resource management strategy in the organisational strategy, and
evaluate the impact of the human resource policies.
Evaluate the human resource management policies consistency and its level of strategic
integration.
Develop critical thinking in strategic human resource management.
Program:
Perspectives and evolution of managing people in organizations. The emergence
of human resource management (HRM). The “soft" and the “hard" versions of
HRM. The contribution and impact of HRM in the strategic management of the organization.
Universalist, contingent, and configurational perspectives. The role of the human
resource function. The “European model" and the “Portuguese model" of HRM
Bibliography:
Boxall, P. F. and Purcell, J. (2003). Strategy and Human Resource Management, Basingstoke
and New York: Palgrave MacMillan
Gomes, J. F.; Cunha, M. P.; Rgeo, A.; Cunha, R. C.; Cabral-Cardoso, C. & Marques, C. A. (2008).
Manual de Gestão de Pessoas e do Capital Humano, Lisboa: Edições Sílabo
Escola de Economia e Gestão
Research Methods and Transferable Skills
Learning Outcomes:
Module 1
Identify the main characteristics of scientific research in business.
Formulate research questions and conduct a relevant literature review.
Develop a research strategy in terms of primary data collection.
Organize, analyze and interpret the results.
Write and present a research proposal.
Module 2
Recognise and demonstrate having set of transferable skills including interpersonal relationships,
teamwork, leadership, communication, innovation and creativity, ethical awareness and critical
thinking, planning and organising, information systems and technologies, problem solving, and
an orientation to results, clients and the market.
Program:
Module 1
Business research strategies. Research designs. Planning a research project and formulating
research questions. Writing a research proposal .Reviewing the literature. Referencing your work.
The nature of quantitative research. Concepts and their measurement. Sampling. Questionnaire
design. The nature of qualitative research. Ethnography and participant observation.
Phenomenological research and in-depth interviewing. Focus group. Case study research.
Module 2
The Economics and Management School organises a Transferable Skills Programme, offering a
diverse set of activities directed at developing transferable skills, including lectures, workshops,
short courses and other events. Students participate in a combination of activities within the
Programme. The typical participation for obtaining the necessary credit units will be, for example,
in 3 workshops and 4 lectures.
Escola de Economia e Gestão
Bibliography:
Módulo 1: Metodologia de Investigação
Barañano, A.M. (2004). Métodos e técnicas de investigação em Gestão: Manual de apoio à
realização de trabalhos de investigação. Lisboa: Edições Sílabo.
Bryman, A., & Bell, E. (2007). Business research methods. Oxford: Oxford University Press.
Creswell, J. W. (2007). Qualitative inquiry and research design: Choosing among five
approaches. London: Sage.
Escola de Economia e Gestão
Operational Human Resource Management
Learning Outcomes:
To analyze the tools and processes that are used in OHRM, and discuss their advantages
and limitations
To evaluate the relationship between the different OHRM tools
To ascertain the relationship of the ORHM tools with the HRM strategy of the
organizations
To develop critical thinking towards HRM practices and tools.
Program:
HRM in Portuguese Companies. Importance of HRM policies. Interaction
between HRM strategic and operational options. HRM Planning. Job Analysis and
Competencies: a exibility issue. Recruitment and Selection. Socialization. Training.
Performance Appraisal. Career Management. Compensation. HR exit.
Bibliography:
Gomes, J., Cunha, M., Rego, A., Campos e Cunha, R., Cabral-Cardoso, C., & Marques, C.
(2008). Manual de Gestão de Pessoas e do Capital Humano. Lisboa: Sílabo
Ivancevich, J.M (2007). Gestão de Recursos Humanos. S.Paulo: McGrawHill
Caetano, A., & Vala, J. (Eds.). (2000). Gestão de Recursos Humanos: contextos, processos e
técnicas. Lisboa: RH Editora
Escola de Economia e Gestão
Training and Development of Human Resources
Learning Outcomes:
To analyze the instruments, approaches and processes used in T&D, and discuss
their implications.
To assess the need and impact of T&D programs.
To relate T&D practices with the organization's HR strategy.
To apply the learned concepts and instruments in diagnosing and solving T&D problems.
To develop critical thinking about the use of T&D practices.
Program:
Training versus Development; Importance of T&D for Organizations; Training
Process; Trends in T&D (coaching; mentoring; e-learning; managers' development);
The importance of T&D in Managing and Developing Competencies.
Bibliography:
Buckley, R., & Caple, J. (2000). The Theory & Practice of Training (4th Ed.). London: Kogan Page
Rego, A., Cunha, M.P., Oliveira, C.M., & Marcelino, A.R. (2007). Coaching para Executivos (2ª
ed.). Lisboa:Escolar Editora
Truelove, S. (1995). The Handbook of Training and Development. Oxford: Blackwell
Escola de Economia e Gestão
Diversity Management and Human Resource Internationalization
Learning Outcomes:
Analyze different perspectives concerning the management of diversity and human
resource internationalization and its implications for individuals and organizations.
Identify human resource management practices and cultural specificities that can
lead to discriminatory behaviors.
Compare international human resource management practices in the North-American
and the European contexts.
Establish diversity, family-friendly, and international human resource management
policies and practices.
Apply the theoretical concepts and perspectives to the resolution of diversity management
problems and to the internationalization of HRM.
Develop critical thinking on issues regarding the management of diversity and the
internationalization of HRM.
Program:
The evolution of perspectives on equal opportunities and the management
of diversity. The national and international contexts in diversity management. Organizational
culture and workplace discrimination. Organizational policies concerning equality
and diversity. Theoretical models on workplace discrimination. Women's careers in management.
The specificity of women expatriates careers'. The evolution of perspectives
on work and non-work relationships. Diversity and management in a multi-national context.
Cultural differences and management. A comparative analysis on international
human resource management models. The North-American and the European models of
IHRM. The Portuguese case. Human resource management in the international organization.
Corporate internationalization and human resource strategies. International human
resource management policies. Managing expatriation and repatriation.
Bibliography:
Carr-Rufino, N. (1996). Managing diversity: People skills for a multicultural workplace. London:
Thomson Executive Press.
Escola de Economia e Gestão
Powell, G.N. (Eds.) (1999). Handbook of gender & work. Thousand Oaks, California: Sage
Publications.
Rego, A., & Pina e Cunha, M. (2009). Manual de gestão transcultural de recursos humanos. 1ª
ed., Lisboa: Editora RH.