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Evolution in Human Resources Management Strategy
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This document analyzes the evolution of Human Resources Management (HRM), which has transitioned from an administrative and reactive function, focused on control and operational personnel management, to a strategic approach integrated into business strategy. The main theoretical backgrounds are reviewed, from Scientific Management and Human Relations to more complex organizational models, showing how the conception of personnel and performance management changes. A clear distinction is made between Personnel Administration and HRM: the former oriented toward the short term and control, and the latter toward the long term, proactivity, and value creation. The text explains the emergence of Strategic Human Resources Management (SHRM) in the 1980s, highlighting its role in aligning human resources practices with business objectives.Key models and approaches such as Harvard, Guest, Miles & Snow, and Schuler & Jackson are described, as well as the AMO model, underlining the importance of the internal and external fit of HR policies. Finally, the internal and external factors that condition the effectiveness of SHRM are analyzed.
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