Reading knowledge and understanding of English.
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.
Understanding principles of human resource management for effective performance in the public, private and social sectors; distinguishing between small and medium enterprises (SMEs) 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.
Students will be encouraged to identify and reflect critically on the relations between theory/policy and principles/practice in a world in which flexibility and creativity are increasingly important.
Gaining competence in both analysis and synthesis, reading comprehension in English, ability to work in groups
(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 for participation: 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-life balance; (b) behavioural implications on effort, sense of organisational citizenship, and stay or quit intentions.
Teresa Carla Trigo de Oliveira
two written tests - 40% + group presentation and participation in the discussion of the presentation of the course material - 60%.: 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.