a. What is Human Resources Management about

Human resource management (HRM) is an approach to personnel management, based on four fundamental principles.

• First, human resources are the most important assets that an organization has and its effective management is the key to its success.

• Second, that success is more likely to be achieved if personnel policies and procedures are closely linked and make a significant contribution to achieving corporate strategic plans and objectives.

• Third, the corporate culture and values, the organizational climate, and the managerial behavior that emanate from such a culture will exert a primary influence on the achievement of excellence. Therefore, that culture has to be managed, which means that organizational values ​​may have to change or be reinforced through a continuous effort, starting from the top, to get those values ​​accepted and observed in practice.

• Fourth, HRM is a matter of integration: getting all members of the organization to participate and work together, with a sense of common purpose.

b. GRH application

HRM is a strategic approach to the achievement, motivation, development and management of the human resources of the organization.

It is designed to shape a corporate culture and introduce programs that reflect and support the core values ​​of the company and ensure its success.

HRM is proactive, rather than reactive; That is, you are always looking ahead to what you need to do, and then you do it, rather than waiting to be told what to do - about recruiting, remuneration, or staff training, or regarding care issues Employee relations as soon as they arise.

c. Roots of HRM

HRM has its roots in the pioneering work of Peter Drucker and Douglas McGregor in the 1950s. In The Practice of Management (Heinemann, 1955), Drucker virtually invented management by objectives (APO).

He said that: "Effective management has to direct the vision and effort of all managers towards a common goal."

This goal-oriented concept of missionary leadership is central to HRM.

Furthermore, in a chapter entitled "Is personnel management bankrupt?" He criticized personnel managers for their obsession with techniques that can turn into tricks, and for their inability or unwillingness to actually engage in the business.

Druker said that the personnel specialist would have to conceive his work as: In part, an archivist role; in part, an internal maintenance function; partly a social worker role, and partly a job of putting out fires to prevent union problems or to fix them ”. With some approval, he quotes the malicious saying: "Personnel managers collect all those things that have nothing to do with people's work and that are not management, and call them personnel management."

a. The Behavioral Science Movement

The behavioral science movement rose to prominence in the 1960s. It was founded by writers such as Maslow, whose hierarchy of human needs put self-satisfaction or self-actualization at the top of the pyramid, and Likert, who developed the integrated principle of supporting relationships.

According to this principle, the members of the organization, in the light of their values ​​and expectations, should consider their work as a support and a contribution to the creation and maintenance of their own sense of value and personal importance.

a. Organization of Human Resources

The organization of human resources refers to the achievement of success through organizational design and development, motivation, the application of effective leadership and the process of carrying the message of what the company intends to do and how to do it at all levels.

An important element will be the culture management program, which changes, shapes and reinforces the corporate culture and its values.

b. Human Resources Planning

Human resource planning aims to define how many people the organization wants, but with a particular focus on the kinds of people it needs, both now and in the future in terms of their expertise and how they fit into the corporate culture.

c. Human Resource Systems

Human resource systems are the essential programs for recruiting, evaluating, remunerating, and addressing the health, safety, and well-being of the people in the organization. Two key programs are:

• Performance management: involves evaluating results against objectives and leading to performance improvement programs.

• Compensation management: ensures that the compensation systems adopted by the company provide incentives to improve performance and compensation related to contribution and achievements.

d. Development of human resources

Human resources development programs respond to the requirements of the organization of effective and well-motivated people to achieve the expected results in the short term and ready for bigger challenges in the future, arising from innovation and growth. These greats in the future, arising from innovation and growth.

e. Human Resources Relations

Human relations programs address individual problems and with workers collectively, as a member of unions or staff associations.

Its purpose is to increase cooperation and trust and to involve employees more in company affairs.

Human Resources Policy

Policies emerge based on organizational rationality, philosophy and culture.

Policies are rules that are established to direct functions and ensure that they are carried out in accordance with the desired objectives.

They constitute administrative guidance to prevent employees from performing functions that they do not want or jeopardize the success of specific functions.

Policies are guides for action and serve to respond to questions or problems that may arise frequently and that make subordinates go unnecessarily to supervisors for them to solve each case.