People Management, Well-Being and Performance

Recommended Prerequisites

Reading knowledge and understanding of English.

Teaching Methods

Proactive participation makes possible achieving both reflective group practice of the contents worked and reflection on the practice observed. So, the course seeks to promote and facilitate a real understanding of the issues involved in the conceptual framework presented through grounded criticism of everyday work contexts. News/documentaries are analyzed and discussed to promote the development of professional and personal skills related to the issues in question. Reflection on the limits and strengths of the key concepts presented in the curricular unit is encouraged.

Learning Outcomes

Students should be able to understand potential for reconciling organizational and individual needs to achieve mutual gains in terms of:

a. Identifying employment context in particular of artifical intelligence, contagiouns and climate change to achieve "green deals";

b. Caracterizing issues of globalization and out-sourcing to discuss strenghs and wekenesses of managing a workforce;

c. Describing the articulation of politics at multiple levels: governance (Systems), organizations, departments/units to effectively achieve social and psychological contracts;

d. Identifying management practices as a system and process;

e. Discussing the relevance of job demands-resources model;

f. Distinguishing product and service logics;

g. Identifying implications for private, public and social sectors;

h. Appreciating challenges of recociling performance and wellbeing

Work Placement(s)

No

Syllabus

Understanding management of employement relatioships for efficient economies and societies involves to adreess:

1."Green Deals" in the contexts of managing employement relationship

2.Articulation of levels and logics for a positive employment relations climate with mutual gains (e.g.,well-being and performance)

3.Trust in social exchange at a collective level (employment relationship) and individual level (psychological contract)

4.Illustrative sets of management practices for: (1) investment in people (e.g.,recruitment, selection, training and career development), (2) engaging work (e.g.,autonomy, feedback, skills utilisation), (3) Positive physical and social climate (e.g., zero tolerance for bullying, equity and diversity),(4) voice (e.g.,communication), and (5) organizational support (e.g.,flexibility and work-lifestyles)

5.Human resource management as human relations management

6.Job demands-resources model

7.Product and service logics

8.Private, public and social sectors

Head Lecturer(s)

Teresa Carla Trigo de Oliveira

Assessment Methods

Assessment
Exam: 100.0%

Bibliography

Bakker, A. B., & de Vries, J. D. (2021). Job Demands–Resources theory and self-regulation: New explanations and remedies for job burnout. Anxiety, Stress, & Coping, 34(1), 1-21.

Grote G, & Guest, D. (2017). The case for reinvigorating quality of working life research. Human Relations, 70(2) 149–167.

Livne-Ofer, E., Coyle-Shapiro, J. A., & Pearce, J. L. (2019). Eyes wide open: Perceived exploitation and its consequences. Academy of Management Journal, 62(6), 1989-2018.

Oliveira, T. C., & Holland, S. (2020). To be or not to be? Confronting challenges from contagion, artificial intelligence and climate breakdown. In P. P. Silva, S. Jorge & P. M. Sá, Emerging Topics in management studies (pp. 405-430). Imprensa da Universidade de Coimbra.

Tummers, L. G., & Bakker, A. B. (2021). Leadership and job demands-resources theory: A systematic review. Frontiers in psychology, 12.