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Efficient functioning of a company is largely determinedby improvements in the process of human management.Human resources are, next to financial resources, acompany's basic resources and the style of humanmanagement conditions effects of management of the whole company. Human resources in a company are a groupof employees who are labour power and who constitute asystem that has the following aspects:

- the organizational aspect which refers to the divisioninto teams and into clusters of workplaces within theorganizational structure of a company,

- the ergonomic aspect which refers to different kinds ofman-machine relationships or man-work relationships,

- the psychological aspect which refers to a set ofdifferent behaviours displayed by individual employees;as far as employees' motivation to work is concerned,these behaviours are conditioned by the workenvironment and, more importantly, by themanagement process,

- the socio-economic aspect which refers to groupprofessional identity and to the professional group aslabor force on the job market,

- the legal aspect which refers to all subjects who areparties in the employee-employer relationship.The management process is a series of actions takenover a time period. It is complex and contains manycomponents (subprocesses, phases, stages, particularactions taken one after another in a sequence or a cycle) [4].The author points out that most of negotiations conductedwithin or by a company are processes, e.g.: salary negotiations, budget negotiations, loan negotiations, negotiations concerning cooperation, a fusion or an alliance.It is important to note that the process of humanmanagement has developed enormously over time.Nowadays it is a set of concepts, methods and techniques tochoose from depending on determinants of work and objectives of work.

The decades-long development of job evaluationmethods proves that the most common and widelyaccepted synthetic criteria are: professional knowledge andskills, professional responsibility, effort that must be putinto job performance and conditions of work environment[6, p. 211]. Such methodology, however, selects the criteriafrom the point of view of the employer.In the case of companies which employ people withdisabilities, the level of employee work satisfaction shouldalso be taken into account.

At the same time, the researchclearly shows that the very possibility of working and thevery fact of being professionally active are motivatingfactors conductive to efficient work.Just as any other employee, a person with disabilitiesneeds clearly assigned tasks and well-defined scope ofresponsibility. If he or she fails to fulfil his or her duties, theemployee and his or her manager should work on thisproblem. Another possibility is to change the scope ofresponsibility according to the manager's opinion of theemployee's skills and knowledge or absence thereof.

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