Management and People

Academic year
Subject Area
Área Científica do Menor
Language of Instruction
Other Languages of Instruction
Mode of Delivery
ECTS Credits
1st Cycle Studies

Recommended Prerequisites

Reading knowledge and understanding of English.

Teaching Methods

The participative method of the course should create conditions by which students know how to make use of the theoretical material. In particular, individual and group work will be presented and discussed in a manner which should ensure that students have achieved a real understanding of the of the issues involved.

Learning Outcomes

Overall objectives 

Understanding of principles of human resource management for performance in the public, private and social sectors; distinguishing between SME and larger companies and Fordist and post Fordist organisations; appreciating the significance of cultural and social factors in employment relationships including the scope for psychological contract, development of individual and group potential and joint skill trajectories in the context of competitiveness, continuous improvement, and operational and organisational learning.

Specific objectives

Students will be encouraged to identify and reflect critically on the relation between theory/policy and principles/practice in a world in which flexibility and creativity are increasingly important.  

Generic competencies

Gaining competency in both analysis and synthesis, reading comprehension in English, ability to work in groups.

Work Placement(s)



(1) The changing local and global contexts of people management.

(2) Integrating strategic vision and line management.

(3) Significant differences in people management between Fordist-Weberian and Post Fordist paradigms.

(4) Differing Japanese, US and European assumptions about human resource management.

(5) Policy and practice of management concerning: (a) ability and skills: recruitment and selection; training and development; (b) motivation: performance appraisal; financial rewards; feedback; (c) opportunities to participate: job design; and communication; (d) Identification: internal promotion; job security and psychological contract.

(6) In terms of outcomes it covers: (a) change in attitudes to organisational commitment, work satisfaction, perceived procedural and distributive justice, and work and life balance; (b) behavioural implications on effort, sense of organisational citizenship, and stay or quit intentions.

Head Lecturer(s)

Teresa Carla Trigo de Oliveira

Assessment Methods

Continuous Assessment
Two written tests: 40.0%
Group presentation and participation in the discussion of the presentation of the course material : 60.0%

Final Assessment
Exam: 100.0%


Abo, Tetsuo (1994) ( Ed.) Hybrid Factory: The Japanese Production System in The United States, Oxford, Oxford University Press

Beardwell, Ian; Holden, Len & Claydon, Tim (2004) (eds.).  Human Resource Management: a Contemporary Perspective, 4th Edition.  Financial Times/Prentice Hall.

Cascio, Wayne.  (1998) Managing Human Resources: Productivity, Quality of Work Life, Profits, 5th ed., New York, McGraw-Hill.

Coyle-Shapiro, J. A-M.; Shore, Lynn M. ; Taylor, M. Susan & Lois E. Tetrick (eds.) (2005). The Employment Relationship: Examining Psychological and Contextual Perspectives, Oxford, Oxford University Press

Guion, R.M. (2011). Assessment, Measurement and Prediction for Personnel Decisions.  Psychology Press.

Neil, Conway & Briner, Rob (2005).  Understanding Psychological Contracts at Work: A Critical Evaluation of Theory and Research, Oxford, Oxford University Press

Shore, L., Coyle-Shapiro, J. A-M. and Tetrick, L.E. (2012). The Employee-Organization Relationship. Psychology Press.