Originally published here.

Efficient functioning  of a company is largely  determined by  improvements  in  the  process  of  human  management. Human  resources  are,  next  to  financial  resources,  a company's  basic  resources  and  the  style  of  human management  conditions  effects  of  management  of  the whole company.

Human resources in a company are a group of employees  who are  labour power  and who  constitute  a system that has the following aspects [10]:  the  organizational  aspect  which  refers  to  the  division into  teams  and  into  clusters  of  workplaces  within  the organizational structure of a company,  the ergonomic aspect which  refers  to different  kinds  of man-machine relationships or man-work relationships,  the  psychological  aspect  which  refers  to  a  set  of different behaviours displayed by  individual  employees; as  far as  employees'  motivation  to  work  is concerned, these  behaviours  are  conditioned  by  the  work environment  and,  more  importantly,  by  the management process,  the  socio-economic  aspect  which  refers  to  group professional  identity  and  to  the  professional  group  as labor force on the job market,  the  legal  aspect  which  refers  to  all  subjects  who  are parties in the employee-employer relationship.

The  management  process  is  a  series  of  actions  taken over  a  time  period.  It  is  complex  and  contains  many components  (subprocesses,  phases,  stages,  particular actions taken one after another in a sequence or a cycle) [4]. The author points out  that  most  of  negotiations conducted within  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  human management  has  developed  enormously  over  time. Nowadays it is a set of concepts, methods and techniques to choose  from  depending  on  determinants  of  work  and objectives of work.

The  decades-long  development  of  job  evaluation methods  proves  that  the  most  common  and  widely accepted synthetic  criteria are: professional knowledge and skills,  professional  responsibility,  effort  that  must  be  put into  job  performance and  conditions of  work environment [6, p. 211]. Such methodology, however, selects the criteria from the point of view of the employer. In  the  case  of  companies  which  employ  people  with disabilities,  the  level of  employee work  satisfaction  should also be taken into account.  At  the same time, the research clearly  shows that  the  very  possibility  of  working  and  the very  fact  of  being  professionally  active  are  motivating factors conductive to efficient work. Just  as  any  other  employee,  a  person  with  disabilities needs  clearly  assigned  tasks  and  well-defined  scope  of responsibility. If he or she fails to fulfil his or her duties, the employee  and  his  or  her  manager  should  work  on  this problem.  Another  possibility  is  to  change  the  scope  of responsibility  according  to  the  manager's  opinion  of  the employee's skills and knowledge or absence thereof. The  publication  was  financed  from  the  resources allocated  to  the Management  Faculty of  Cracow University of  Economics, under  the grant  for  the  maintenance  of  the research potential.

You can read the complete article here.