Every manager has responsibility for human resources management: managers of all divisions and of all business functions in a company. Principles, as well as contents of these resources management are generally known and accepted as one of certain and key factors of management and managers. In this scientific paper the author defines the basic thesis: marketing employees management can not only be a task for the center for human resources management on a corporate level, as it is usually represented in theory and practice. Instead, the author argues and pleads for human resources management in marketing to be one of the certain functions for every marketing manager. Marketing managers should be essential holders of human resources management function in a marketing organization. This could possibly be achieved in a way that management functions and tasks are regularly distributed between the center for human resources on corporate level and marketing organization. Marketing managers have more information and knowledge, as well as the greatest interest to realize key functions of employees management in marketing. In this direction, the author offers several decentralization models of this function, as well as division of work between the center for human resources on corporate level and marketing organization. The author makes contribution in defining three models: centralized, decentralized operative functions and a model of complete decentralization of all human resources management functions. The choice of a certain model is determined by a number of different factors: type and size of a company, management system development, marketing conception and organization development, strategic goals of a company and others. Centralized model of human resources management in a marketing organization includes implicitly that all the functions of that management are directly under the authority of marketing manager. Managers of lower levels, like sales or distribution managers, have no control authority, and do not bring any strategic or operative decisions about men in marketing. As opposed to this, the model of decentralized operative functions of men management in a marketing organization is a major breakthrough. Marketing manager keeps here only some of the functions joint to all the segments of a marketing organization: acceptance and dismissal of employees, selection, motivation and rewarding men. Managers of lower rank within their segments directly manage: initiation into business, mentorship, improvement, training and evaluation of achieved results. Consequently, these managers take all those functions that are directly related to human resources development in marketing. The author also offers a model of complete decentralization of all the human resources management functions in marketing. Marketing manager keeps only basic functions, joint to all the segments of marketing organization: development, planning and analyses of human resources. The remaining functions are being taken over by the managers of lower rank in a marketing organization. Each of these models has its insufficiencies and restrictions, about which the reader in this paper is being warned and his/her attention brought to. This work is the author's original contribution and an attempt for aspect of human resources management to be correctly understood, defined, located, and seen in its structuring and functioning.