Recursos Humanos Ingles

1. Introduction
To adopt new approaches in the treatment of human resources, socio-economic factors have led to the conception of different models for the practical application of management systems of these resources.
At the current stage of development, organisations are subject to challenges and pressures which have to respond with a high degree of creativity and realism. The main challengesare given by the dynamics of the globalisation and the application of scientific and technical achievements. For example the rapid emergence and acceptance of new products, increasing restrictions of human resources, material and financial markets, the growth in social demands and the revolution of information, technology and communications. Due to these significant socio-economic changes, modernenterprises have to recognise the significance of the human dimension of the company and the management of human resources (HRM) regarding the economic, financial and technological aspects. HRM constitutes a system whose basic premise is to conceive the employee within the company as a resource that must be optimised from a renewed, dynamic and competitive view. The practical application of thesystems of HRM is based on the conception of different methods (‘Modelos de gestión RH’, 2012).






2. Historical context
Human resource management is a way of directing people in the workplace which appeared during the 1980s. The term “Strategic approach” is an essential phrase in the definition of HRM and means the relevance of a long-term plan for employing and managing people. Sothere are many of the basic and main elements of modern management: “the need to plan, organise, direct and control the use of equipment, capital, materials and workers within organisation” (Gunnigle et al., 2011, p. 1).
The reasons for introducing HRM can be found in the historical development in the 19th and 20th century. Managing employees at work began at the term of the industrial revolutionwhen work circumstances were very hostile and factory workers worked a lot of hours for very little returns in hard and often unsafe working conditions.
At this time, we have to talk about the welfare tradition that deals with a series of voluntary initiatives that were dared in certain organisations to enhance the conditions of employees especially regarding the rewards, working hours and socialaspects like health. This period is highly relevant in the elaboration of HRM distinguishing the employment of welfare officers who are generally regarded as the precursors of the modern HR. This first try to show commitment for employees was in the end of the nineteenth century when some companies decided to fix up the situation of their factory workers. Thus, the people who practice the modern HRwork as an integral part of the management team “representing employers as opposed to workers interest” (Gunnigle et al. 2011, p. 3).
Another influence on HRM is the “Scientific Management” or also known as “Taylorism” which was around the early twentieth century. FW Taylor tried to make the work process more productive, so he decided to introduce a “job specialisation” so that employees couldbe prepared to become a specialist at one particular segment of the job.
Reidy (2003) criticises the “Taylorism”:
While scientific management can improve efficiency, it ignores the fact that people are not machines and they can get bored doing the same thing all the time. Personnel/HR management today still benefits from some of the tools developed during this time. These include jobanalyses, methods of selection and methods of training (Reidy, 2003, p. 5).
Reidy (2003) describes the behavioural science such as:
The main contribution of the behavioural science movement to personnel/HR management is the knowledge gained from research in these and other areas. Those involved in managing people now have to consider how individual differences among employees affect from their...