There is an organization where at least two people come together to achieve their specific business objectives. For an organization she works for a joint pool of resources in the most efficient possible. The most common feature to all organizations and individuals. Managing human resources is thus manage the behavior of each person according to the goals of the organization.

Each person brings to the organization at different levels of skills, different levels of expectations, contributions and sometimes problems. Organizations can not buy resources in bulk, a day of work can not be used twice, a day lost is a day lost and can only be replaced by another human resource who has the same task. A day of low productivity is worse because the person but not this much resources to the maximum of their potential. While the organization can be rid of the person in certain circumstances, the person may leave the organization at any time. Furthermore, the organization has to strive to maintain a positive work environment that encourages everyone to do their best, which, ultimately, benefits the person and organization.


Throughout the nineteenth century, there was, in countries like the UK or the USA, the transfer of people from an agrarian economy to an emerging industrial economy. Of self-employment is going to work in large factories. Around 1870, we can consider that the industrial revolution was well established. Then comes the division of labor and the need to organize the work of people within an organizational context. Besides, there are areas such as recruitment of people and safety.

The period from 1900 to 1940 witnessed the growth and development of large manufacturing organizations that employ many people. Simultaneously, it produces much key legislation are the first scientific studies to support the management of human resources.


Taylor defended the separation of management of the company that was planning to perform the work and workers who had the responsibility to perform, has introduced from time and motion studies, salaries and incentive measures whose purpose was to improve the technical efficiency. The workers were considered a feature similar to the machines.

In 1927, Elton Mayo begins the experience of Hawthhor order to determine the effect of physical factors on productivity. The results confirmed that it has reached the informal events such as the social environment or the working group had equal if not greater impact on productivity.

The 30s and the Great Depression are the first emerging organizations of workers and, from there, negotiating with unions as intermediaries between workers and management. The relationship between classical company and employee has been profoundly changed. Liabilities of the worker not only fulfill orders and thought, is the one who takes responsibility for his own career, and with the collaboration of the company to ensure their training and improve their conditions of employment. In the 60s and 70s, the emphasis is placed on issues related to labor laws and regulations and processes for managing compensation, benefits and evaluation.

Were, however, the last two decades of the twentieth century that saw the major changes in the environment in which the company operates, which motivate profound organizational changes, which pose some challenges to human resources management.

• Objectives of human resources management
• The activity of human resources
• Human Resources Planning
• Human Resources: Recruitment
• Human Resources: Selection and Interview
• Human Resources: Contract
• Human Resources: Assessment
• Human Resources: Training and Development
• Human Resources: Health and Safety
• The role of human resources
• Motivation of human resources
• Remuneration of staff
• Social benefits of human resources
• Productivity of human resources