Venezuela

In the model used by Robbins in the text of "Organizational Behavior", the factors that influence the development and results of human resources in organizations is discussed in three levels: individual, group and organizational systems.

The "individual" in his model Robbins calls "human input", he joined the organization carrying personal attributes that characterize it, as are biographical characteristics, personality, knowledge and skills, values and attitudes, needs and motivations, including others. Joins a group and interacts with its members through interpersonal communication.

In the "group level" constant interactions occur as a result of fulfilling various tasks, the analysis and involvement in decision making, conflict management, integration of work teams, among others. Their work is directed and coordinated by the head of the group, which connects its members with the rest of the organization through the structure. This level also influence the different "leadership", formal or informal, which act within the group.

At the third level, "organizational systems" as well as the structure, influence the individual's behavior: the design of work processes, technologies, policies and practices in the area of human resources (performance appraisal , compensations, etc.). and the "organizational culture", which identifies the values and behaviors that characterize the "how" things are done in that state.

The "outputs" core of these processes, Robbins called "human performance", are in four indicators or dimensions: absenteeism, turnover, productivity and job satisfaction.

Many studies show that, under the influence of all these processes, there are significant changes in the behavior of people. This means that the incorporation of "human resources" to these dynamics is a teaching-learning process.

However, there is also evidence that some people fail to fully integrate and maintain behaviors that are rejected, or at least pleasant, for the rest of the members of the organization.