People Management and Corporate Social Responsibility

Comprehensive vocabulary flashcards covering people management, motivation theories, organizational development, the International Labour Organization (OIT), and Corporate Social Responsibility (RSE).

Hard Processes (Procesos Duros)

The technical and structural administrative functions of people management, comprising Integration (Integración), Organization (Organización), Retention/Fidelization (Retención/Fidelización), Development (Desarrollo), and Auditing (Auditoria).

Soft Processes (Procesos Blandos)

People management dimensions requiring interpersonal workplace competencies, such as leadership, teamwork, communication, problem solving, empowerment, motivation, conflict and negotiation, time management, work climate, and emotional intelligence.

Strategic People Management Framework

An organizational architecture aligning organizational vision, mission, strategy, and employee competencies with five core operational processes (Organization, Integration, Retention, Development, and Audit) supported by interpersonal leadership skills.

Organizational Purpose (Propósito)

The foundational definition of why an organization exists and what ultimate objective it seeks to fulfill.

Organizational Values (Valores)

The core guiding principles that define an organization's identity and serve as the moral backbone for its strategies, culture, and policies.

Organizational Culture (Cultura Organizacional)

The set of characteristics that identify an enterprise, encompassing its people, objectives, philosophies, technology, dimensions, strategies, policies, practices, and accumulated successes and failures.

Work Climate (Clima Laboral)

The perceived workplace atmosphere resulting as a consequence of organizational culture, habits, working styles, customs, and employee beliefs, rather than being an intrinsic part of the culture itself.

Classical Industrialization Era (1900–1950)

The historical phase of people management characterized by the beginning of industrialization and an imperative need for order and routine, treating individuals strictly as manual labor (mano de obra) under personnel or industrial relations departments.

Neoclassical Industrialization Era (1950–1990)

The management period characterized by industrial expansion and the need for adaptation, where workers began to be conceptualized as human resources and talents capable of contributing, proposing, and evolving.

Knowledge Era (Era del Conocimiento)

The management period from 1990 onward in which the service sector surpassed industrial manufacturing, shifting the view of employees from resources to strategic organizational partners or associates (asociados) aligned with the organization's purpose.

Evolution of People Management Eras

A historical model depicting the shift in human resources across three distinct periods: the Classical Industrialization Era (1900–1950; manual labor), the Neoclassical Industrialization Era (1950–1990; human resources), and the Knowledge Era (post-1990; associates).

Work Motivation (Motivación en el Trabajo)

The set of internal and external forces that cause an individual to choose a specific course of action and conduct themselves in particular ways within a work setting.

Cyclical Motivation Process

A behavioral sequence wherein an unmet need creates tension that directs effort toward goals and opportunities; this effort, combined with individual ability, yields performance and rewards, ultimately resulting in need satisfaction or a renewed cycle.

Hawthorne Studies (Estudios de Hawthorne)

A landmark series of organizational studies conducted between 1924 and 1932 in Illinois, led by Elton Mayo, which proved that social relationships, group dynamics, and worker attitudes exert a greater influence on productivity than physical working conditions.

Hawthorne Effect (Efecto Hawthorne)

The phenomenon in which individuals modify or increase their work performance in response to the awareness of being observed, valued, and given attention by researchers or supervisors.

Maslow's Hierarchy of Needs (1943)

A psychological theory organizing human needs into five sequential tiers: physiological needs, safety needs, affiliation or belonging needs, recognition/esteem needs, and self-actualization needs.

Hygiene Factors (Factores Higiénicos)

Extrinsic elements of the work environment in Herzberg's two-factor theory (such as salary, physical comfort, lighting, and company policy) that generate a neutral emotional state when present, but produce dissatisfaction and demotivation when absent.

Motivational Factors (Factores Motivacionales)

Intrinsic elements of job content in Herzberg's two-factor theory (such as responsibility, task challenges, professional growth, and meaningful tasks) that generate active satisfaction and motivation when present, but leave a neutral state when absent.

Theory X (Teoría X)

Douglas McGregor's assumption that employees are inherently indolent, work primarily for money and status, lack initiative, prefer routine tasks, and require constant direction and supervisory control.

Theory Y (Teoría Y)

Douglas McGregor's assumption that employees are naturally active, self-motivated, proactive, creative, capable of self-direction, and driven to seek satisfaction and continual improvement in their work.

McClelland's Theory of Needs (1961)

A motivation model identifying three primary social motives driving human behavior: the Need for Achievement (Logro), the Need for Affiliation (Afiliación), and the Need for Power (Poder).

Theory Z (Teoría Z)

William Ouchi's participative human relations model based on Japanese corporate practices, viewing the employee as an integral human being built upon four pillars: trust, participation, job stability, and mutual commitment.

Organizational Development (Desarrollo Organizacional)

A planned strategy designed to modify collective behavior through training and sensitization, realigning culture, social structures, and technical processes with the strategic purpose of the enterprise.

Quality of Work Life (Calidad de Vida en el Trabajo)

A management philosophy linked to Theory Z that enhances the dignity of working individuals, implements positive cultural change, and fosters personal and family progress both within and beyond the workplace.

International Labour Organization (OIT)

A specialized United Nations agency established with a tripartite governance structure comprising 187 member states that brings together governments, employers, and workers to set international labor standards.

Decent Work (Trabajo Decente)

An OIT framework defining work that offers productive employment, fair remuneration, workplace safety, social protection for families, personal development, social integration, freedom of expression, and equal opportunities and treatment.

Four Strategic Objectives of the OIT

The programmatic pillars of the ILO consisting of promoting fundamental labor standards and rights, generating decent employment and income, expanding social protection coverage, and strengthening tripartism and social dialogue, all intersected by gender equality.

Agenda 2030 and SDGs (Agenda 2030 y ODS)

A global sustainable development initiative established in 2015 encompassing 17 Sustainable Development Goals and 169 targets balancing economic, social, and environmental dimensions.

Corporate Social Responsibility (RSE)

A voluntary business initiative whereby an enterprise acknowledges and manages the economic, social, and environmental impacts of its decisions and activities, going beyond mere compliance with legal requirements.

ISO 26000

An international standard defining social responsibility as an organization's accountability for the impacts of its decisions and activities on society and the environment through transparent, ethical behavior integrated throughout the organization.

Stakeholders (Partes Interesadas)

Individuals, groups, or entities that maintain a relationship with, or have an interest in, the operations and impacts of an organization (such as local communities, employees, and suppliers).