ABSTRACT
Chapter 2 presents the human resources management process from the personnel risk perspective and ways of reducing it.
The chapter analyses the evolution of the personnel function. It shows that over time, the selected instruments of influencing the employees were modified, and their role in building a competitive advantage was perceived.
The need to broaden the knowledge of how employees react to these impacts is emphasised.
Neglecting this aspect in the construction of the human resources management process seems to be contrary to the pro-efficiency logic due to the increase in personnel risk to a level limiting the company’s chances of keeping on the market.
Finally, the chapter presents arguments for the study of employees who directly experience the effects of the flexible human resources management process. The recommendations can result from this knowledge in order to increase the effectiveness of this process.
