Diagnóstico de la Función de Gestión de Recursos Humanos de los Servicios Públicos de la Ciudad de Antofagasta en Chile desde la perspectiva de la Responsabilidad Social Corporativa Interna

Modelo de gestión humana desde la responsabilidad social interna en medianas y grandes empresas de Ibagué

“…The empirical findings tell us that the companies that took part in the study have in common that they identify with the factors related to human talent management and internal social responsibility (ISR). Within this context, as shown in Figure 3, the Internal Social Responsibility-Human Management Model for Medium and Large Companies in Ibagué is made up of six variables: the first of which refers to the promotion of quality at work through fair wages and compensation (CaT), held as a significant factor in 360-degree motivation and work climate-influential (López, 2021;Gaete et al, 2009). Following this perspective, internal social responsibility (ISR) pursues workers' job satisfaction (Tarigan et al, 2020;Farrukh et al, 2019;Franco et al, 2017); companies cannot be socially responsible if their actions do not impact their employees and their families (Jaramillo, 2011).…”

“…In the same vein, Gaete et al (2009) considered the following dimensions: (a) Diversity management, which comprises cultural aspects (religious beliefs, cultures and convictions, racial origins, physically handicapped and gender diversity), (b) Worklife balance dimension (work flexibility, flexible working hours, telecommuting and social benefits), c) Labor harassment (work climate, occupational health, staff turnover rates, absenteeism, and organizational structure), d) Internal communication (procedures, ICTs, integration of hierarchical levels and staff participation in decision making).…”

“…In this vein, per ISR, "companies cannot call themselves socially responsible if their actions are not reflected firstly mirrored in their employees and families by providing the best working conditions and an effective win-win relationship" (Jaramillo, 2011, p. 168). According to Gaete et al (2009), ISR in the area of human resource management should be understood as "the voluntary implementation of good practices by the organization to enable the adequate development of its human capital, in accordance with institutional values and principles, and in accordance with the needs and desires of the organization's human resources" (p. 41).…”

Identification of variables and their influence on the human resources planning in the territorial level

“…The first object oriented from the business, highlighting authors like (Marsán-Castellanos, 1987;Maynard, 1996;and Niebel, 1997), which primarily direct their contributions to the scientific organization of work; contributing to the foundation for further studies on the HRP in particular and HRM in general, as well as others among them (Harper & Lynch, 1992;Cuesta-Santos, 2010;de Miguel-Guzmán, 2001;Marrero-Fornaris, 2002;Armstrong-Stassen, 2009;Morales-Cartaya, 2009;Cuesta-Santos, 2010), although not in general use the term HR, if specifically oriented to planning generally the human factor and management at the organizational level. The second part stream management in the territorial level as gathering authors (Rodríguez-Fariñas, 1990;García-Espalter & García-Espalter, 2005;Resolución 132 MES, 2004;Paromita, 2009;Gaete-Quezada, 2009;Bonardo, 2009;Pocovi, 2009;Becerra & Toledo, 2010;Torres-Cala, 2011;Cribeiro-Díaz, 2011;Nagla, 2011) observed a limited development of this theory regarding addressed before current element that has contributed to the fragmented treatment of HRP and general management at this level; arguments each of which were analyzed and drew their main contributions and limitations, from a hierarchical cluster analysis using the SPSS version 16.0.…”

“…The fifth group is associated with the current territorial where the authors are concentrated (Rodríguez-Fariñas, 1990, García-Espalter & García-Espalter, 2005Resolución 132 MES, 2004;Paromita, 2009;Gaete-Quezada, 2009;Bonardo, 2009;Pocovi, 2009;Becerra & Toledo, 2010;TorresCala, 2011;Cribeiro-Díaz, 2011;Nagla, 2011), highlighting a technical and methodological treatment with limited philosophical tendencies in proposals of Rodríguez-Fariñas, Pocovi, Gaete and Paromita, limited to a strategic focus on the contributions of Jung Sook, García-Espalter, Nagla, Bonardo and Becerra, no trace of general systemic approach to HRM and HRP in particular, addressing irregular and very limited integration between qualitative and quantitative elements manner, failing to incorporate analysis tools, strategic control, limiting their contributions to the demographic assessment aimed to forecast the availability of both people and jobs from a fragmented view to observe the mobility of HR as an inherent and closely related to organizational and management level in the territorial level phenomenon. Generally, this group stands authors who consult addressing theory HRP at territorial level, they do not achieve sufficient depth while the criteria vary among them to address HRM processes that occur at this level as well such proposals are seen as limited in action, while the depth of the treated variables ranges between.…”