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832.3 Managing People in Europethe company%u2019s performance by objectifying and rationalising the use ofthe workforce. %u25aa Personnel management under the influence of the School of HumanRelations of E. Mayo (1880%u20131949) %u2013 from the mid-1960s to the beginning ofthe 1980s. The professional ambition of this stage was not to end the logic ofrationalisation and objectivity, which was introduced in companies during theperiod of scientific management, but to enrich it by humanising work andthe functioning of the company itself, so that better integration of theindividual into the given environment was achieved thanks to more interestingwork. In this period, management faced the challenge of considering thematerial and non-material needs of its employees and looking for ways tosatisfy them. However, this challenge was accepted not only because workwould become more humane in nature, but primarily because a new source ofgrowth in the company%u2019s performance appeared. This was the motivation andloyalty of employees. And so, after years of focusing on the work itself,managers began focusing their attention on those who did the work, i.e. theemployees. In management, they relied on the assumption that a satisfiedemployee works quickly and efficiently. However, in order to satisfy theemployees, their needs must be known and responded to. With this aim,psychologists and sociologists entered companies in the period, examinedthe aspirations of employees, analysed them, and these analyses led tovarious forms of work enrichment through the development of participativemanagement, the valorisation of dialogue, direct conversations withinhierarchical relationships, and also the creation of information andcommunication policies towards employees as a whole.%u25aa Human resources management %u2013 from the beginning or middle of the1980s. After the rationalisation principle of the first and second stages andafter the humanisation of work and the overall functioning of the company inthe third stage, the professional ambition of people management at that stagebecame the optimisation of the use of skills and intelligence accumulatedin the company, so that they could contribute to the further growth of itsperformance. The skills and abilities of employees were promoted to the levelof other resources, i.e. material and financial. Therefore, the main ambition ofHR management from the beginning of this concept was to eliminate thewaste of employee energy and intelligence, which represent a key value forthe company. Not managing them would mean committing a moral andprofessional management error. The managerial ambition of HR wasmanifested in the practice of companies through various methods ofperformance evaluation, the introduction of individual evaluation, an emphasis