Human Management

The course sessions aim to introduce the field of Humane Management, moving from a macro-level perspective focused on the broader context, through a meso-level perspective centered on organizations (private, public, for-profit and non-profit), to a micro-level perspective focused on individuals and groups.
Humane Management is considered a key driver of social transition, contributing to the following United Nations Sustainable Development Goals (SDGs):

• SDG 8 – Decent Work and Economic Growth, Target 8.8: protect labour rights, promote safe and secure working environments, and ensure the protection of all workers, including migrant workers, particularly women and those in precarious employment;
• SDG 3 – Good Health and Well-being, Target 3.4: promote mental health and well-being;
• SDG 5 – Gender Equality, Targets 5.4 and 5.5.

The course is structured around the following topics:

1. The emergence and development of Human Resource Management (HRM) and Humane Management: definitions; historical perspectives (organizational logics, work organization, including control mechanisms and social dialogue); contemporary developments in work, organizations, and people management (self-management, empowerment, digitalization, hybrid work, and their consequences).
   
2. Humane Management and the 3R+C model (Reflexivity, Recognition, Real Work + Community): Human Management as a lever for decent work, well-being, and equality.
   
3. Organizational Behaviour: theories of motivation, psychological contract, group dynamics...
   
4. HR Policies and Practices (Recruitment and Selection, Career Management and Mobility, including job classification systems, Performance Evaluation, New Ways of Working (NWOW), etc.), with particular attention to their inclusiveness.
   

The "TP" is designed to complement the lectures by exploring HRM practices and policies within an organization. Students are expected to contextualize, analyze, and understand the challenges associated with a specific organizational practice through interactions with company stakeholders occupying different roles (CEO, HR Director, trade union representative, manager, employee, blue-collar worker, etc.).

Learning outcomes are assessed through two complementary methods:
a) An individual written exam covering the material presnted and discussed in classes and assigned readings (70% of the final grade in the first exam session). One exam question may be replaced by an individual assignment.
b) The collective preparation and presentation of a case study focusing on an HRM practice, analyzed from a Humane Management perspective (30% of the final grade in the first exam session). As this component constitutes continuous assessment conducted only once (through the group case study), it cannot be retaken during the resit examination session. Consequently, the grade obtained for this component remains valid for the academic year concerned.
In the resit examination session, the weighting of the assessment components is adjusted as follows: 85% for the individual written exam and 15% for the "TP".