Index

Introduccion

General summary

Summary model A

Summary model B

Summary model C

Conclusions

Introduccion

The last twenty years have been for human resource managers, time to claim the
importance of their role. With the support of the theorists matter, human resources
executives have tried to convince their colleagues in other areas the draft decisions
can not be taken without the advice and perspective of people management.
Therefore, it was concluded that human resource managers must sit at the table
top management similar to those of other conditions makers.

General summary

Throughout the decades, gradually has given the importance it deserves to the role
of staff in the decision-making process (such as sustainable competitive
advantage).
The human resource management function has evolved greatly professionalized
and has been standardized in relation to other functions. A clear example is the
measurement of costs and returns in the implementation of specific programs.
There are three models (A, B and C) strategies and human resource management
depending on the changing environment, strategy, structure and practices of
human resources in an organization may face each company.
Purpose of Article
Analyze the causes of the slow development of staff functions through three
business models and suggest improvements.
Analysis
The following models are dependent on the type of company to variations of
environment, strategic, structural and human resource practices
The characteristics of the three models of human resources are:
MODEL A: stable defender pyramidal division positions, supervisor.
MODEL B: moody, analyst, mixed.
MODEL C: turbulent, prospector, by project, diversity, horizontal.

Summary Model A

Traditional model, in which there are no major changes in the environment and
selects staff that meets the profile designed for vacant jobs. It is not considered
working capital as key to the success of the organization but can be found in the
market with relative abundance. In model A, companies look for people who can
adapt to the requirements and characteristics of the job.
The structure is similar to the hierarchical pyramid. The division and specialization
of labor plays a fundamental role. The performance evaluation is standard,
according to the profile of each job to. This model ensures maximum efficiency in
the short term.

Summary Model B

Intermediate model, which is considered the culture and values of the company for
recruitment. It is important to involve human resources (value-creating) and
responds promptly to the changing environment.
Group work is prioritized as it is characterized by the integration of work (not
division thereof) and generalization rather than specialization.
The remuneration of the work is conform to the previously treated achieved goals.
The companies model, located in B, the human resource management participates
on an equal in decision making maximum strategic level.

Summary Model C

Advanced model, in which human resources are the key to organizational success.
Big profile and diversity of types of people who are better prepared than previous
models to deal with high uncertainty environments and new situations that are
difficult to repeat. It is unlikely job stability.
Work at virtual teams, they work outside the limits of the chains of command and
authority is typical of model C.

Conclusions

Each of the models it may result more efficient for an organization depending on
their environment, its strategic position and organizational structures.
We believe that good corporate results as a result of a close relationship between
human resource management and senior management is an undeniable truth.
However, the strategic model to use is not for all organizations the same and
depends heavily on changes in the environment, changes in strategy, structure
changes and changes in human resource practices need to confront each.