UNIVERSIDAD TECNOLÓGICA DE LA RIVIERA

MAYA

HUMAN CAPITAL
UNIT 1. GENERALITIES OF HUMAN CAPITAL

ACTIVITY 1. INTRODUCTION TO
HUMAN CAPITAL ADMINISTRATION
TEAM TU31:
Mariana Esther Oliva Zurita
Edith Estrella Dominguez Oliva
Luis Fernando Leon Gallegos
 INTRODUCTION

Human resources management is a discipline that is necessary for any type of

company, organization or object to take advantage of collaborators. Over the
decades, numerous authors have contributed significantly to the understanding and
development of key concepts in the field of human resources. This research dives
into the vast ocean of human resources literature, with the aim of exploring and
analyzing the perspectives of several influential authors in this area.

The main objective of this research is to deepen the understanding of the key
concepts related to human resources management (HR) and human resources
administration, in order to shed light on their importance, evolution and their
influence on our environment. This will establish a solid foundation for understanding
how these functions impact organizational performance and culture. This research
aims to provide a deeper and richer understanding of the concepts of human
resources and human resource management, highlighting the voices of key authors
in this field and their influence on the practice of people management in
organizations.
AUTHOR AND 1. 2. 3. YOUR DEFINITION
BOOK OF
REFERENCE
CONCEPT CHIAVENATO (2007) SCHULTZ (1961) BECKER (1964) It's the planning and
OF HUMAN development of
CAPITAL “Human resources Recognized the According to personal
ADMINISTR management consists human capital as Becker: “It is the set performance. Also
ATION of planning, organizing ‘something akin to of productive the area of
development, property’ against capabilities that an administration
coordinating and the concept of labor individual acquires capital of humans is
controlling techniques force in the through the the most important
capable of promoting classical accumulation of because it helps to
efficient personnel perspective, and general or specific select the personal,
performance”. conceptualized ‘the knowledge.” administrate, qualify
productive capacity and develop
of human beings in employees. Without
now vastly larger mentioning that its
than all other forms parts help to get to
of wealth taken the objective.
together’.

FUNCTIONS CHIAVENATO (2007) MONDY & NOE DRUCKER (1954) It refer to the set of
OF THE (2005) activities and
HUMAN responsibilities
CAPITAL According to “The people who According to designed to
ADMINISTR Chaivenato: they participate in Drucker: the effectively manage
ATION communicate and human resources employee-as-invest the human capital of
transmit knowledge, administration work or paradigm, coining an organization.
develop selection, through an the term These functions
training and integrated system. technologists to encompass a wide
communication Five functional denote a large variety of tasks
processes and carry out areas that are number of ranging from
activities related to related to effective knowledge workers recruiting and
personnel. HRM: employment who perform, at the selecting staff to
process, human same time, developing,
resource knowledge work retaining, and
development, and manual labor. managing employee
compensation and performance.
benefits, social
security and health,
labor and employee
relations.”

CONCEPT HAROLD KOONTZ HENRI FAYOL TAYLOR (1911)

This process
OF involves a series of
ADMINISTR According to Koontz it is “They must be "Undoubtedly the interconnected steps
ATIVE “an operational approached from most important that are applied in
approach generated to the point of view of element in modern
 PROCESS develop science and their functions, scientific the management of
theory with practical which are defined management is the any type of
application in as: prediction and idea of the task. The organization,
administration." planning, work of each worker whether it is a
organization, is prepared entirely company, a
direction, control by management, at government
and coordination.” least one day in institution or a
Fayol thought that advance, and each non-profit entity.
planning was the worker receives in These steps include
most important and most cases identifying goals and
the most difficult. complete written objectives, planning
instructions strategies and
describing in detail actions, allocating
the task to be resources,
performed, as well monitoring activities
as the procedures and monitoring
to be used in progress, as well as
performing the making decisions to
work.” ensure that the
organization is
functioning optimally
and achieving your
goals consistently.

CONCEPT PUCHOL (1993) ELMER H. BURAK WERTHER & Planning is an

OF DAVIS (2000) important factor for
PLANNING the management of
OF HUMAN It says that "human “It involves having "It is a technique for an organization
RESOURCES resources planning is the right numbers systematically because a system
the starting point for and the right types determining the can be established
designing employment of people in the supply and demand in which employees
policies, internal right places, at the for employees that can feel in an
replacements, training, right times, an organization will optimal environment.
promotion, dedicated to doing suffer in the near It also helps
remuneration, internal the right types of future." employees to be in
communication and tasks that will result their correct position
social services." in maximum based on their skills.
individual and
organizational
benefits in the long
term.”

TYPES OF ROBBINS (1999) LAUDON (2004) BERLO (1960) Communication can

INTERNAL make an
COMMUNIC According to Robbins it “Set of interrelated "communication is a organization function
ATION is divided into three components that process that flows in properly if it
(FORMAL types: collect, process, time, without establishes a formal
AND Upward communication: store and distribute beginning or end, in type of
INFORMAL) This type of information to a constant state, communication,
communication flows to support decision with no possibility of because it will not
a higher level in the making and control dividing its parts into generate gossip or
group or organization. of an organization.” independent rumors that can
Downward constituent upset employees.
Communication: here elements."
communication flows There are 4
from one level of the components that
group or organization to make up the
a lower level. It is used process: Source,
by group leaders and Message, Channel,
managers who Receiver.
influence formal or
informal meetings.
Lateral communication:
this is when
communication takes
place between
members of the same
work group, at the same
level, between
managers at the same
level. This type of
media uses more tools
such as direct verbal
communications,
informal group meetings
and feedback.
 CONCLUSION

Human capital is a very important area for the development of a work environment, it
plays a fundamental role when managing a company's employees since it measures
the capabilities they have and assigns them to the department in which they can be
outstanding for their skills. These elements are intrinsically linked, and their proper
understanding and application are essential to achieving business objectives and
creating a healthy and productive work environment. Human resource management
stands out as a vital component in business administration, recognizing people as
the most valuable resource of an organization. The adoption of concepts such as
valuing employees as strategic assets and promoting their development and
motivation directly contributes to the efficiency and competitiveness of the company.

Human resource management plays a critical role in each of these stages, from
selecting appropriate personnel to evaluating performance and making strategic
decisions based on human capital data. Ultimately, business success relies heavily
on how people in an organization are managed and developed. The proper
combination of these concepts and their integration into the administrative process is
essential to maintain an engaged and motivated team, foster innovation and
efficiency, and achieve long-term sustainable goals and objectives. Human resource
management is not just about managing employees, but about cultivating an
environment where individuals can flourish and contribute to the continued growth
and success of the organization.
 GLOSSARY
➢ Downward: It is what is given from the top down, depending on what is being
talked about. It is what the different managers of a company carry out towards
their employees.
○ Descendente
➢ Employment: Employment refers to a formalized employment relationship
between an employee and an employer, in which the employee provides his
or her services and skills in exchange for financial compensation and other
agreed-upon working conditions.
○ Empleo
➢ Performance: It's the skill, knowledge and ability to do something. The
achievement of quantified objectives.
○ Desempeño / Rendimiento

➢ Promoting: To encourage or support something, or to help something

become successful.
○ Promover

➢ Replacements: Replacements refer to the act of substituting one thing or

person for another in order to take over a role, fill a position, or provide an
alternative when the original is unavailable or no longer suitable.
○ Remplazo

➢ Remuneration: Payment for work that has been done or services that have
been provided.
○ Remuneración

➢ Systematically: In a way that is done according to an agreed set of methods

or organized plan.
○ Sistemáticamente

➢ Training: Activities planned and based on the needs of the company that are
oriented towards a change in the knowledge, skills and abilities of employees
that allow them to carry out their activities efficiently.
○ Capacitación

➢ Undoubtedly: They are indicating that there is no doubt or question in their

mind regarding the truth or accuracy of what they are saying.
○ Indudablemente

➢ Upward: The concept of ascendant can be used as an adjective or as a noun.

Something like an object or person that rises and can be expressed in
different terms depending on the situation.
○ Ascendente
 REFERENCES

Schultz, T. W. (1961). Investment in Human Capital. American Economic Review, 51,

1-17.

George, Álvarez, L., & Claude. (2005). Historia del pensamiento administrativo (Segunda

ed.). PEARSON.

Mondy, R. W., & Noe, R. M. (2005). Administración de Recursos Humanos (Novena ed.).

PEARSON.

Burak, E. H. (1990). Planificación y Aplicaciones Recreativas de Recursos Humanos

(Segunda ed.). Diaz De Santos.

CAMAFU. (2017, December 11). El capital humano. Camafu.

https://www.camafu.org.mx/el-capital-humano/

Superior, I., Antonio, P., Cuba, E., Santos, C., Alcaide Rodríguez, A., López Paz, I., Ramón,

C., Habana, L., & Cuba. (n.d.). https://www.redalyc.org/pdf/3604/360433562001.pdf

Sosa, F. (n.d.). LOS CONCEPTOS DE ADMINISTRACIÓN EN LOS ADMINISTRADORES

MODERNOS. https://www.facpce.org.ar/pdf/cecyt/Investigacion-DrFedericoASosa.pdf

‌Manuel, H., & Lendechy, V. (n.d.). IMPORTANCIA DE LA PLANIFICACIÓN DE LA

CARRERA PROFESIONAL EN LAS ORGANIZACIONES.

https://www.uv.mx/iiesca/files/2013/01/planificacion2006-2.pdf

CAPÍTULO III MARCO TEÓRICO (2023, September 11)

http://catarina.udlap.mx/u_dl_a/tales/documentos/lco/cano_m_v/capitulo3.pdf.