Value-added human resources management

“Value” means “usefulness”, “value”. We speak of value when someone receives something from another who gives him that thing.

The value of the “thing” is determined by the recipient, not the giver. For example, we make a gift for a friend. Not us, but he appreciates how valuable the gift is, ie. valuable and useful to him.

Ulrich and Brockbank’s concept of human resource management, which adds “value” (2000), differs from the original concept of human resource management that you already know from both models.

The main thesis of human resource management, which delivers “value”, is that it (management) should be focused on generating “value” (benefits) for employees, managers, customers, and owners (investors).

According to the authors of this concept, “value” is generated by five main five elements:

(1) excellent knowledge of the business realities in which the company develops;

(2) excellent knowledge of the needs of the target groups (employees, managers, consumers, investors);

(3) masterfully mastered and applied management practices for human resources by HRM professionals and by all managers in the company;

(4) linking management practices with the company’s business strategy;

(5) care for the continuous improvement of the competence for human resources management of all managers in the company.

The main management practices for human resources that deliver “value” are grouped into 4 main groups:

Management practices for HR, are aimed at the movement of people in the organization.

This group includes the practices of “buying” competent/talented people; competency/talent building practices; hiring practices of competent/talented people; practices for “liberation” from insufficiently competent/talented people, etc.

Management practices aimed at performing tasks. This group includes practices for setting performance standards; the practices for evaluating the implementation of the tasks; remuneration practices.

Labor-oriented management practices. This group includes the practices for designing the structure of the organization; job design practices, and job analysis (audit) practices.

Management practices focused on information (communication). This group includes practices for building a communication strategy for the organization; practices for managing the movement of information in the organization.


Management practices for human resources aimed at the movement of people

This topic introduces you to the ways to manage three main flows of people – “buying” competent…,

The concept of human resource management

In 1982, at Harvard Business School of Management, a group of professors conducted a course…,

The organization, the people, and their management

This topic introduces you to the nature of the organization, management, the behavior of individuals, groups, and…,

For HR Managers: Personnel of the enterprise and its effective use

The success of the first and the normal course of the production process largely depends on…,

Analysis and design of HR personnel selection system

The analysis and design of the HR personnel management system is the initial phase of…,

Analysis and design of HR personnel selection system

Human resources are the most important assets that a company has and for every…,

Monitoring and evaluation of human resources management

Monitoring and evaluation of human resources management can be ongoing (operational) and regular…,

Creating a human resources management system

Based on the developed projects for the creation of a new or the improvement of the existing human resources management…,

Methods for designing the human resources management system

The methods for designing the human resources management system are specific ways to develop projects that meet…,

Development of human resources management projects

The principles of adequacy, complexity, efficiency, completeness, scientificity, democracy, variability, reasonableness, and…,

Development of the Human Resources Management (HRM) concept

The basic philosophy of the “soft approach to human resource management (HRM)” is based in part on…,

Analysis of human resources management (HRM) system

The criteria for assessing the state and the trends in its change are of fundamental importance…,

Key concepts


A word of Greek origin. It means “means”, “way”, and “tool” to achieve a goal. The key characteristics of each organization are three:

  • what is the purpose of the organization;
  • what people are like (for example, in terms of competence);
  • what is the structure of relations between people regarding the work and fulfillment of the common goal.

The three characteristics of the organization clearly show that people are the building block of the organization.


A process of coordinating and uniting the activities of other people, by managers, but in such a way that this activity is effective and efficient (effective). Coordination is possible if managers: plan, organize, lead and control. The measures of management are efficiency and effectiveness.


Employees in the company with the status to unite and coordinate the work of other employees. According to a popular classification of types of managers, there are managers at the highest management level; middle management managers; managers at the operational (technical) level.

The behavior of the individual at work – a set of perceptions, attitudes, decisions, and results, with the help of which the individual gets closer to their main goals. It is a function of the individual characteristics and the environment of the company. The behavior of the individual is dynamically magnified.

Differences between people at work

The main differences between people – employees of the same organization, namely the suitability or competence of people, their intrinsic motivation to work in the organization, the feeling of satisfaction with their work in the organization.


A set of employees in the organization who are united around the implementation of a specific group task (it is different from the individual task), work on specific rules of operation, interact constantly with each other on the implementation of the task, maintain appropriate group communications.


A group of people different from the traditional group. It has two main characteristics: a common goal, which is set before all participants and they fulfill it together (common), and a strong interdependence between the participants in fulfilling the common goal.

The team is expected to create a specific team product (which cannot be created by an individual employee or a group of employees), to generate a specific and measurable contribution for the whole company, which is beyond the reach of any functional group in the company to develop the professional and personal potential of the participants much more effectively than other traditional forms of training and development.

Personnel management

Officially recognized function for people management since 1890 with several main activities – recruitment and selection of new employees, staff training, performance appraisal, calculation of remuneration, administrative activities (negotiation, personal data, etc.). )

Human resource management

A concept of people management since 1982, according to which people are valuable and significant resources of the organization, and their management has an important contribution to achieving the goals of the organization. There are two main models of human resource management, which differ from each other, although they have many common features.

Human resource management that delivers “value”

a 2000 human resource management concept that emphasizes the delivery of “value” from human resource management. Since the main target groups of human resource management are employees, managers, investors, and customers of the organization, meeting their needs is one of the criteria of how “valuable” (useful) is human resource management.