This course will explore the fundamentals of HRM in the organizational context. With a strategic approach, it will address the main activities, procedures, and theoretical assumptions that support the definition of HR policies and practices. In this sense, it aims to develop the student the understanding of modern People Management and its importance in the consolidation of organizational strategy. Thus, the student will be able to identify the influence of both, practical aspects and the work process in People Management in Organizations.

At the completion of this course, students will be able to: Knowledge and understanding Basic concepts of strategy and human resource management and its interactive  Applying knowledge and understanding HRM policies, practices and objectives, correlating with their applicability in everyday professional life Making Judgements Critical vision in managing people and its dynamics of action and its inter-relationships in the context of organizations Basic processes of people management linked to obtaining human resources (provision), maintenance, development and evaluation of human performance  Communication Skills Interpersonal and intercultural skills needed to deal and act with people Learning Skills Skills (soft skils as empathetic listening, decision making; and hard skills HRM functions) to deal with the routines that involve people in the organizational context.  Critical-reflexive view on approaches and trends in People Management 

The modules of the course will cover the following topics: Introduction to Strategy in HRM and Jobs Recruitment & Selection and Inclusion & Diversity   Employer branding and Training & Development  Payment & Benefits  Performance Appraisal Well-being and burnout at work Labor relations and Sustainable HRM Technology and Remote workers Artificial Intelligence and HRM Invisible workers & Recognition Platform workers and influencers Career and Testimonies

The key textbooks for the course are: Torrington, D., Taylor, S. and Atkinson, C. (2020). Human Resource Management (11th edition). Pearson.   Martocchio, J. J. (2019). Human Resource Management (15th edition). Pearson.  Nyberg, A. J. and Wright, P. M. (2015). 50 Years of Human Capital Research: Assessing What We Know, Exploring Where We Go. Academy of Management Perspectives, 29(3), 287-295.  Barney, J. B. and Wright, P. W. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37(1), 31-46.  Ulrich, D. and Dulebohn, J. H. (2015), Are we there yet? What's next for HR? Human Resource Management Review, 25(2), 188-204.  Keller, J. (2018). Posting and Slotting: How Hiring Processes Shape the Quality of Hire and Compensation in Internal Labor Markets. Administrative Science Quarterly, 63(4), 848–878.  Austin, R. D. and Pisano, G. P. (2017). Neurodiversity as a competitive advantage. Why you should embrace it in your workforce. Harvard Business Review, 96-103.  Ambler, T. and Barrow S. (1996). The employer brand. Journal of Brand Management, 4, 185-206.  Roberge, M. (2015) The Right way to use compensation. Harvard Business Review, 70-75.  Cappelli, P. and Tavis, A. (2016). The Performance management revolution. The focus is shifting from accountability to learning. Harvard Business Review, 10, 58-67.  Berinato, S., and Spicer, A. (2015). Defend your research corporate wellness programs make us unwell. Harvard Business Review, 93(5), 28-29.  Aust, I., Matthews, B. and Müller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM? Human Resource Management Review, 30(3).  Kramar, R. (2014). Beyond Strategic Human Resource Management: Is Sustainable Human Resource Management the next Approach? International Journal of Human Resource Management, 25(8), 1069-1089.  Podgorodnichenko, N., Edgar, F., and McAndrew, I. (2020). The role of HRM in developing sustainable organizations: Contemporary challenges and contradictions. Human Resource Management Review, 30(3), 100685.  Larson, B. Z., Vroman, S. R. and Makarius, E. E. (2020). A Guide to Managing Your (Newly) Remote Workers, Havard Business Review.  Fuller, J., Raman, M., Sage-Gavin, E., Hines, K., et al (2021). Hidden Workers: Untapped Talent. Published by Harvard Business School Project on Managing the Future of Work and Accenture.  Anicich, E. M. (2022). Dehumanization Is a Feature of Gig Work, Not a Bug. Harvard Business Review.  Gordon, K. (2022). Game over? Why some Twitch streamers are burning out. NPR. 

fully synchronous  TA consultations Group work Case Studies In-class debates

Attending students will be evaluated on the following activities: In-class participation & group reports (20%) - up to 6 points 2 Case Study Analyses (15%) - up to 4.5 points 2 In-class debate sessions (20%) - up to 6 points 1 Video Creation and Presentation (15%) - up to 4.5 points 1 Synchronous Mid-term assignment (20%) - up to 6 points In-person oral exam (10%) - up to 3 points For non-attending students: the final written exam takes place in a single in-person session lasting 2h30' and includes open-ended questions. The program comprises all course materials, including mandatory readings, videos, slides, case studies (as indicated in the platform). 

Active attendance at the course; Quality of the proposed issue for the thesis.