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who can cooperate with other partners involved in the company%u2019s strategy.In the first part, we briefly address the theoretical basis of managing peoplein companies and characterise its historical genesis up to the present day.Subsequently, we characterise the main metamorphoses of the economic andsocial environment in recent years in connection with their impact on HRM. Inthe next part, we approach the two main HRM paradigms in the form of modelsand we discuss the European model more closely. In conclusion, we presentthe new challenges which will have to be faced by this managerial function inconnection with the ongoing changes.n 2. 3. 1. Current issues of people management and its current transformationsManagement of people is a basic managerial function and goes through naturalevolutionary transformations in the same way as all managerial functions andthe business environment itself. Current approaches to managing people,human resources (HR) in companies, has gone through the following genesisin the 20th century (Galambaud, 2014):%u25aa Personnel administration %u2013 from the early 1920s to the mid-1940s. Theprofessional ambition of this development stage can be seen in its focus onthe organisation of work and on rewarding employees with the aim ofusing them as a workforce as efficiently as possible. It was a consequenceof the scientific organisation of work (SOW), or scientific management, theconcept advocated by F. W. Taylor (1856%u20131915), the goal of which was torationalise the functioning of the enterprise through division of labour andspecialisation. In that period, the labour force was less important thantechnology and was considered homogeneous and fully subordinated to thescientific organisation of production. Workforce management had anadministrative and transactional nature, and in some companies, thiscontinues to this day.%u25aa Personnel management %u2013 from the end of the 1940s to the beginning ofthe 1960s. For a long time, this stage remained under the significant influenceof scientific management as the dominant intellectual stream. In its logic, thecompany was considered as a subject subordinated to the laws of rationalityand objectivity, and in relation to employees, managerial practicescorresponded to this understanding. When managers imposed requirementson employees, they were in the position of mediators between the functioningof the enterprise and the rules of SOW. Leaving work with personnel tosubjectivity or a manager%u2019s intuition was improper. The clear professionalambition of this second phase of employee management was to increase822 European Entrepreneurship