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Universidade Lusófona do Porto

Skills Analysis and Management


- Understanding the problem of acquiring skills in a systemic perspective in the organization.

- Assess skills and their connection to the HRM system: technical strategies and instruments.

- Seizure of possible policies for integrated assessment of skills and understanding their importance to HRM.


Human Resources Management and Development

Level of Qualification|Semesters|ECTS

| Semestral | 5

Year | Type of course unit | Language

3 |Mandatory |Português



Recommended complementary curricular units

Trainning Management; Performance Evaluation; Rewards system

Professional Internship



1. Competency Management: Current Challenges and Conceptual Complexity


2. Function and Skills: From Concept to Competency Skills in Organizations - Approaches and Clearances. Competencies Individual and Collective


3 Conceptual Basis for Building a System Skills


4. Models Management Skills


5. Personal Development, Psychological Contract and Careers: HRM and Management Skills - Motivations for Implementing a Plan


6. Relationship Between the Competence Management And Organizational Behavior, How do Primary Sources Work, By Design A Plan and its Implementation (Key Stages)


- Understand the concept of competence in a broad spectrum, in dynamic relationship with other basic concepts such as the qualification or skills.

- Analyze the key elements that make up a management model based on skills.

- Develop a system of management skills.

- Classify and evaluate techniques for skills assessment.

- Propose and justify the development of plans of personal and organizational skills.


Teaching methodologies and assessment

The classroom theory and practices are based on the exposure of the contents of the program. Theoretical lectures are emphasized with the use of examples, to stimulate interest and research by students.

In relation to conduct continuous assessment methodologies will be a case study or an exercise of reflection (20%) and will evaluate the active participation in class (20%).

Will also conducted a work (40%) to be presented and defended by the students (20%).


· Cabral-Cardoso, C., Estevão, C. V., & Silva, P. (2006). Competências transversais dos

  diplomados do Ensino Superior. Guimarães: TecMinho.

· Cascão, F. (2004). Entre a gestão de competências e a gestão do conhecimento: um

  estudo exploratório de inovação na gestão das pessoas. Lisboa: Editora RH.

· Ceitil, M. (2007). Gestão e Desenvolvimento de Competências. Lisboa: Edições


· Gomes, J., Cunha, M., Rego, A., Campos e Cunha, R., Cabral-Cardoso, C., &

  Marques, C. (2010). Manual de Gestão de Pessoas e do Capital Humano. Lisboa:


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