Acceso usuarios
Teresa de Dios Alija, Antonio Iturmendi McLelland, José Angel Agejas Esteban 
Durante las últimas décadas han sido muchos los cambios que se han producido en la manera de comprender las relaciones entre trabajadores y empresa. Eso mismo ha llevado al cambio en la manera de designar a los trabajadores: personal, recursos humanos, incluso capital humano,… Es obvio que incluir a las personas bajo la denominación general de «capital» o «recursos» ya indica una cierta predisposición a considerarlas como un elemento más de la empresa equiparable a otros de su misma categoría, y por lo tanto, que hay que gestionar con criterios similares, en orden, principalmente, a obtener el máximo rendimiento. En los últimos años se han dado algunos pasos más ante la dificultad tanto teórica como práctica que supone mantener ese esquema mental a la hora de diseñar las políticas internas de empresa en las relaciones con los trabajadores.
Throughout history we have seen how man justifies his conduct based on the ends pursued, even if on occasion this might be at the expense of another person’s dignity. It seems that anything goes as long as a good political or business objective can be reached. We can also observe how this type of behaviour worsens some of the world’s present problems: hunger, poverty, war, the destruction of the environment and the exploitation of man by man. Without doubt, business organisations and public organisations are more than able to contribute to the controlling and keeping in check of a given situation, depending on their own purposes and strategies and on how this might affect their relationship with certain interest groups, especially employees. Over the last few decades, there have been many changes that have had an effect on how we understand relations between the company and its workers. This has led to a change in what name we give to the workers: personnel, human resources, even human capital... It is clear that to label people with the term “capital” or “resources” gives a reasonably clear indication that they are generally considered as merely an element in the company comparable to others of the same category and must therefore be managed in much the same way —the main aim being simply to obtain maximum performance and output from them. In recent years, further steps have been taken faced with the difficulty —both theoretical and practical— of maintaining this mindset when designing internal policies regarding the treatment of workers. This article is the result of deep reflection on this relationship, with hypotheses based on integral and integrating anthropology, as well as the formulation of policies and practices within the operation of a company, to be taken into account.
