Guidelines in human resources management
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Neves, Carmo [1] ; Galvão, Ana; Instituto Politécnico de Bragança; Senior Researcher at Núcleo de Investigação e Intervenção do Idoso ; Pereira, Fernando; Instituto Politécnico de Bragança; Senior Researcher at Centro de Investigação e Intervenção Educativas da Faculdade de Psicologia e Ciências da Educação da Universidade do Porto. Head of the Núcleo de Investigação e Intervenção do Idoso
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[1] Instituto Politécnico de Bragança
Instituto Politécnico de Bragança
Bragança (Sé), Portugal
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- Localización: Tourism & Management Studies, ISSN-e 2182-8466, ISSN 2182-8458, Nº. Extra 2 (Proceedings TMS Int. Conference 2012: Human Resources, Business Ethics & Governance), 2013, págs. 420-429
- Idioma: inglés
- Enlaces
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Resumen
The purpose of this communication is to address the management of human resources in the organizations. The aim is to discuss a range of issues that are likely to be applied in the management of human resources, such as management skills, organizational development, and administrational management (also known as payroll issues). Reference is also made to some support tools for decision making as well as the coaching process in the management of human resources.The methodology used is based on a personal reflection of two decades of professional experience in the management of organizations and human resources and on the bibliographic review on this subject. We highlight the following main conclusions: (1) the integration of management of human resources in the organizational strategy optimizes the entire process of organizational development, contributing to excellence. In this sense we emphasize the importance of the management of human resources being closely in collaboration and attuned to the administration, fact which will optimize the entire process, (2) the management of human resources implies the managing of people as a resource (in its more technical and economistic way) without running out of it and it is also essential to see people as individuals (humans) with their values, beliefs, identities, attitudes and behaviours, (3) despite these evidences most organizations continue to focus their practice on the operationalization of people as a mere resource, being it important to investigate and discuss the reasons that underlie this misconception.
