'… Companies basically work with the contribution made by the men and women who make it up. The machines alone, with their own energy, could not fully produce the results expected by the customer '(1).
When we read about the objectives of any company, be they commercial, industrial or service, love things related to survival, growth and service to the community from the social point of view, it does not stop excelling in them, the factor economic: every company to achieve all of the above needs to make a profit, that is, profits. So far, everything is nothing more than a philosophy. The nitty-gritty begins when the question arises: how to achieve it?
We adhere to administrative theories (plan, organize, execute, direct and control) and we adjust our actions to the concept of modern administration: prevent results and control the coincidences between our forecasts and the events that will happen on a daily basis.
The markets respond. Sales grow. The product or service reaches its best position. Money comes in in large amounts. The income-costs-expenses difference yields a large profit margin. The company stabilizes in every way. And the company, the company, the company…
And they talk about the success of the company. Your logo and company name are recognized. The direction earns deserved fame. They are intelligent men and women, capable, endowed with great sagacity, visionary, enterprising, intrepid and above all successful.
'… The brilliant and powerful organization becomes a museum of lonely and inert machines and desks, demonstrating the weakness of those who place organization above man.' (two)
Behind so much triumph and joy, hidden without wanting it, are the anonymous heroes: the workers (read operational personnel and administrative personnel), who with their ability, commitment, dedication, dedication, substance and sacrifices, have contributed to the achievements of the company.
'… What people give to the company to make it work is' energy'. If people don't give 'their energy', obviously the company wouldn't work. ' (3).
'When a person does not know, or cannot or does not want to do their job well, is it their fault or the company's fault?
This does not lead to discussions. The company has full responsibility in its hands. If people do not know how to do their homework, it is because they have not been taught, or because they do not learn due to lack of capacity, which speaks of an error in the selection of personnel. If you cannot, it is because you do not have the means or tools, that is, the organization does not make them available to you. And, if you don't want to, it's because something is happening in the organization that doesn't encourage your will to do things right. Therefore, companies have the greatest influence so that human energy 'is well used, and performs in a way that can contribute to the achievement of total quality.' (4)
Undoubtedly behind this cluster of factors are motivation (5) and motivators (6), and the presence of them is not accidental. Undoubtedly, it obeys a purpose of the administration of the company, which in parallel to the achievement of the objectives mentioned above, and the consequent success obtained by the organization in all orders, were aware of the importance of human resources in the development of all and each of the activities carried out.
But being aware of the importance of human resources is not enough. To obtain the best results from people or what the company expects of them, it is necessary to implement an adequate personnel administration, in the hands of people trained for such a task, who not only conceive them as resources endowed with skills, abilities, skills and knowledge necessary to develop the activities entrusted to them, but also as people endowed with personality and individuality, aspirations, values, attitudes, motivations and individual goals.
The expected results of people will always have a direct relationship with their attitude (7) (human behavior). 'That is, despite the fact that behavior patterns vary, the process that originates them is basically the same for all people. In this sense, there are three premises that make human behavior dynamic:
1. Human behavior is caused. There is a causality of behavior. Both heredity and environment have a decisive influence on people's behavior, which originates from internal or external stimuli.
2. The behavior is motivated. In all human behavior there is a purpose. The behavior is not accidental or random, it is always directed or oriented towards some objective.
3. The behavior is goal-oriented. In all behavior there is an 'impulse', a 'desire', a 'need', a 'tendency', expressions that serve to indicate the 'motives' of the behavior (8).
Managing human resources and obtaining the expected results from them can seem complex, and in fact it will continue to do so if we do not learn the appropriate techniques to achieve it. (9). This multidisciplinary discipline is essential for the development of our activities in the company, to understand organizations, to understand ourselves and to understand that the human resource in the company is the true wealth.
(1) (2) (3) (4) People are the key to the success of your company. Heberto Mahon. Javier Vergara Editor SA Bogotá. 1992.
(5) Motivation: psychological factor, conscious or not, that predisposes the individual to carry out certain actions, or to tend towards certain ends (a need or a tendency). Ocean encyclopedic dictionary. Ocean Editions. Volume II.
(6) Motivators: Forces that induce people to act or do something; forces influencing human behavior. Administration, a global perspective. Harold Koontz. McGraw-Hill. 1998.
(7) Attitude: mood outwardly manifested. Ocean Dictionary.
(8) Managerial Psychology. Harold J. Leavitt, University of Chicago Press. 1964.
(9) The basic concepts for the administration of Human Resources in the Company, is part of the agenda that is developed in the Administrative Processes subject.
