managing inner forces and outer threats of the...
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TABLE OF CONTENT
MANAGING INNER FORCES AND OUTER THREATS OF THE COMPANY
DURING CRISIS .................................................................................................................... 9
ANDRON Daniela Roxana ................................................................................................... 9
TRENDS AND CHALLENGES IN HUMAN RESOURCE MANAGEMENT AND
ORGANIZATION PERFORMANCE ................................................................................ 16
BERCU Ana-Maria ............................................................................................................. 16
BEST PRACTICES FOR CREATING AN EFFICIENT EXECUTIVE BOARD IN
TIMES OF ECONOMIC CRISIS ....................................................................................... 25
BODISLAV Dumitru-Alexandru ........................................................................................ 25
DINU Mircea Alexandru ..................................................................................................... 25
A MULTIREGIONAL ANALYSIS OF THE ENTREPRENEURSHIP IN ROMANIA’S
RURAL AREAS IN THE CONTEXT OF EUROPEAN FUNDING OPPORTUNITIES
BURCEA Marin .................................................................................................................. 33
ASPECTS REGARDING MATHEMATICAL MODELS FOT DETERMING THE
LINK BETWEEN PRODUCTION, STOCK MANAGEMENT AND LEAD TIME .... 42
CAMPEAN Emilia Maria ................................................................................................... 42
MORAR Liviu ..................................................................................................................... 42
POP Dumitru ....................................................................................................................... 42
A HYBRID MODEL FOR THE ASSEMENT OF THE ORGANIZATIONAL
CULTURE AT COMPANY LEVEL, ADAPTED TO THE ROMANIAN BUSINESS
ENVIRONMENT .................................................................................................................. 49
CERCEL Mihai Ovidiu ....................................................................................................... 49
AN EMPIRIC COMPARATIVE RESEARCH ON HUMAN RESOURCE
MANAGEMENT IN ROMANIA – SOCIALIST AND POST-SOCIALISM PERIOD. 57
CHAŞOVSCHI Carmen ...................................................................................................... 57
NĂSTASE Carmen ............................................................................................................. 57
MOHR Carol ....................................................................................................................... 57
UNDER THE VEIL OF A GLOBAL ECONOMIC, FINANCIAL, POLITICAL AND
SOCIAL CRISES .................................................................................................................. 66
CHEPTEA Madalina ........................................................................................................... 66
BODISLAV Dumitru-Alexandru ........................................................................................ 66
THE CONTRIBUTION OF ECOCLUSTERS ON THE REGIONAL
DEVELOPMENT: AN AUSTRIAN CASE STUDY ......................................................... 75
CHINIE (PĂNĂZAN) Alexandra-Cătălina ........................................................................ 75
CÎNTEA Codruta ................................................................................................................ 75
THE ENVIRONMENTAL CONTINGENCIES OF KNOWLEDGE
DISSEMINATION: THE CASE OF CONSULTANCIES IN INTERNATIONAL
DEVELOPMENT .................................................................................................................. 84
CIUMARA Tudor ............................................................................................................... 84
O’MAHONEY Joe .............................................................................................................. 84
THE HUMAN DEVELOPMENT INDEX AND THE EVOLUTION OF THE
QUALITY OF LIFE ............................................................................................................. 93
CODREANU Carmen Mariana ........................................................................................... 93
THE IMPACT OF LATEST IT TECHNOLOGIES OVER THE EFFICIENCY OF A
KNOWLEDGE-BASED ORGANIZATION MANAGEMENT IN ROMANIA ............ 98
COJOCARU Camelia ......................................................................................................... 98
ECONOMICAL SYSTEMS – NEW TRENDS FOR APPLICATION
INTEROPERABILITY ...................................................................................................... 107
COJOCARU Silviu ........................................................................................................... 107
COJOCARU Camelia ....................................................................................................... 107
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GLOBALIZATION AND ITS CONSEQUENCES TO THE ECONOMIC
ORGANIZATIONS ............................................................................................................ 112
CONSTANTINESCU Răzvan .......................................................................................... 112
PURCHASE STRATEGY – NECESSITY AND CONSTRAINTS ................................ 119
CRIŞAN Silviu .................................................................................................................. 119
CSR INTEGRATION IN CRISIS MANAGEMENT – NEW OPPORTUNITIES FOR
ORGANISATIONS ............................................................................................................. 125
CRISTACHE Nicoleta ...................................................................................................... 125
MICU Adrian ................................................................................................................... 125
SUSANU Irina Olimpia .................................................................................................... 125
CALCULATING METHODS REGARDING THE INFORMATIONAL
MODERNISATION OF THE EMERGENCY MANAGEMENT ................................. 132
DAN Gheorghe ................................................................................................................. 132
MORAR Liviu ................................................................................................................... 132
PROJECT MANAGEMENT RISK ASSESMENT WITHIN LARGE
CORPORATIONS .............................................................................................................. 139
DIRVA Cristian ................................................................................................................. 139
DIRVA Anda Simona ....................................................................................................... 139
TAX CULTURE AS DETERMINANT OF TAX COMPLIANCE. THE CASE OF
ROMANIA ........................................................................................................................... 147
DONATH Liliana .............................................................................................................. 147
BIZOI Alexandra Codruța ................................................................................................ 147
SEULEAN Victoria ........................................................................................................... 147
ANALYSIS OF THE MAIN INTERNATIONAL STANDARDS AND GUIDELINES
ABOUT PROJECT RISK MANAGEMENT ................................................................... 157
DROB Cătălin ................................................................................................................... 157
BETWEEN SUBJECTIVE AND OBJECTIVE IN MAKING DECISIONS ON THE
ROMANIAN HIGHER EDUCATION MARKET .......................................................... 162
DRUICĂ Elena ................................................................................................................. 162
CORNESCU Viorel .......................................................................................................... 162
IONESCU Vladimir-Codrin .............................................................................................. 162
THE EVALUATION OF A BLOCKING TRADEMARK OWNED BY A COMPANY
IN INSOLVENCY PROCEDURE. CASE STUDY ......................................................... 169
FÂNTÂNĂ Raul Sorin ...................................................................................................... 169
GLOBALIZATION ERA AND HUMAN RESOURCES MANAGEMENT ................ 176
FRATICIU Lucia ............................................................................................................. 176
POPA Liliana Mihaela ...................................................................................................... 176
INDRES Mihai ................................................................................................................. 176
A SNAPSHOT OF ROMANIAN ECONOMY IN THE FIRST YEAR AFTER
EUROPEAN UNION ADHESION .................................................................................... 181
GAFTEA Viorel ................................................................................................................ 181
POPA Ancuţa .................................................................................................................... 181
COMPARATIVE ANALYSIS OF CORPORATE GOVERNANCE IN CENTRAL
AND EASTERN EUROPE ................................................................................................. 191
GAVREA Corina .............................................................................................................. 191
STEGEREAN Roxana ...................................................................................................... 191
SOME CONSIDERATIONS ON THE MEETING OF PATIENTS. CASE STUDY:
CHRONIC DISEASE HOSPITAL SMEENI - BUZAU ................................................. 197
GIRBAN Marilena Gela .................................................................................................... 197
PARGARU Ion ................................................................................................................. 197
SUSTAINABILITY MANAGEMENT IN ROMANIA: CHALLENGES AND
OPPORTUNITIES .............................................................................................................. 203
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GRECU,Valentin ............................................................................................................... 203
DENES,Călin .................................................................................................................... 203
RISK MANAGEMENT STRATEGIES IN CRISIS CONDITIONS. A PROFILE OF
ORGANIZATIONAL RESILIENCE ............................................................................... 213
GRIGORESCU Adriana ................................................................................................... 213
ODAGIU Cristian ............................................................................................................. 213
NATIONAL COMPETITIVENESS – SCENARIOS FOR ROMANIA ........................ 223
HERCIU Mihaela .............................................................................................................. 223
KNOWLEDGE MANAGEMENT IN EU FOUNDED PROJECTS .............................. 233
ILIES Liviu ....................................................................................................................... 233
MURESAN Ioana Natalia * .............................................................................................. 233
MUNTEAN Bianca ........................................................................................................... 233
CREATIVITY, INNOVATION AND CHANGE IN KNOWLEDGE-BASED
ORGANIZATION ............................................................................................................... 241
IONESCU Vladimir-Codrin .............................................................................................. 241
CORNESCU Viorel .......................................................................................................... 241
DRUICĂ Elena ................................................................................................................. 241
THE HUMAN RESOURCES MANAGER - A MODERATOR FACTOR OF THE
ORGANIZATIONAL CHANGE....................................................................................... 248
IORDACHE Loredana ...................................................................................................... 248
CRIVEANU Ion ................................................................................................................ 248
THE WORKING CONDITIONS OF HIGHLY QUALIFIED EMPLOYEES IN
ROMANIA AND HUNGARY, ACCORDING TO SOME EXPERTS FROM THE
TWO COUNTRIES, IN THE CURRENT ECONOMIC CRISIS ................................. 254
LEOVARIDIS Cristina ..................................................................................................... 254
RESEARCHES REGARDING THE APPLICATION OF THE CLASSIC TOOLS OF
QUALITY MANAGEMENT IN HIGHER EDUCATION UNITS ............................... 264
LUCA Liliana .................................................................................................................... 264
MIHUT Nicoleta ............................................................................................................... 264
COLLECTIVE LEADERSHIP – ORGANIZATIONAL DIMENSION OF HUMAN
RESOURCES STRATEGIC DEVELOPMENT.............................................................. 269
MANOLE Cristina ............................................................................................................ 269
ALPOPI Cristina ............................................................................................................... 269
WORK CAPACITY AND FATIQUE RELATION IN EMPLOYEES ACTIVITY .... 277
MANOLESCU Aurel ........................................................................................................ 277
MOROSAN-DANILA Lucia ............................................................................................ 277
BORDEIANU Otilia-Maria .............................................................................................. 277
EVOLUTION OF MAIN STATISTICAL INDICATORS THAT CHARACTERIZE
ANIMAL PRODUCTION AT COUNTY LEVEL TELEORMAN FOR THE PERIOD
2000-2009 .............................................................................................................................. 287
MARA Florica ................................................................................................................... 287
NECULA Raluca ............................................................................................................... 287
MANAGEMENT STRATEGIES OF THE ORANGE MOBILE
TELECOMMUNICATIONS COMPANY FACING THE ECONOMIC-FINANCIAL
CRISIS.................................................................................................................................. 293
MARCU Nicu ................................................................................................................... 293
MEGHISAN Georgeta-Madalina ...................................................................................... 293
LEADERSHIP AND THE SOURCES OF POWER ....................................................... 299
MARINESCU Paul ........................................................................................................... 299
TOMA Sorin-George ........................................................................................................ 299
MANAGEMENT CHALLENGES- A PREVIEW IN FUTURE OF CAPITALISM - 307
MIHĂESCU Liviu ............................................................................................................ 307
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MIHĂESCU Diana ........................................................................................................... 307
HOW SOCIAL RESPONSIBILITY IMPROVE THE INNOVATION POTENTIAL OF
COMPANIES. EVIDENCE FROM ROMANIA ............................................................. 312
MILITARU Gheorghe ....................................................................................................... 312
RISK MANAGEMENT AND THE IMPLICATIONS TO BUSINESS SUCCESS ..... 321
MILITARU Mădălina ....................................................................................................... 321
CHENIC (CREŢU) Alina Ştefania ................................................................................... 321
THE ROLE OF THE STATE IN TRIGGERING AND MANAGING THE PRESENT
ECONOMIC-FINANCIAL CRISIS .................................................................................. 327
MINICA Mirela ................................................................................................................. 327
TEAMS AND THEIR ROLE IN MODERN ORGANIZATIONS ................................. 337
MUSCALU Emanoil ......................................................................................................... 337
MUNTEAN Silvana Nicoleta .......................................................................................... 337
EMPLOYMENT TREND AND UNEMPLOYMENT ISSUE IN ROMANIAN
ECONOMY .......................................................................................................................... 345
MUSCALU Emanoil ......................................................................................................... 345
STANIT Alexandra ........................................................................................................... 345
SOLUTIONS FOR MARKET DOMINANCE THROUGH COST LEADER
STRATEGY ......................................................................................................................... 352
NEAMŢU Liviu , .............................................................................................................. 352
NEAMŢU Adina Claudia .................................................................................................. 352
INFLUENCING FACTORS OF PRICE AND ASSOCIATED STRATEGIES ........... 359
NEAMŢU Liviu ................................................................................................................ 359
NEAMŢU Adina Claudia .................................................................................................. 359
THE MAIN INDICATORS OF DEVELOPMENT OF MECHANIZED FARMING IN
BUZAU COUNTY ............................................................................................................... 367
NECULA Raluca ............................................................................................................... 367
NECULA Diana ................................................................................................................ 367
KNOWLEDGE MANAGEMENT FOR SMEs IN THE KNOWLEDGE-BASED
ECONOMY .......................................................................................................................... 373
NIKOLOVA Elena ............................................................................................................ 373
FOTOV Risto .................................................................................................................... 373
SAMONIKOV Marija Gogova ......................................................................................... 373
STUDY REGARDING THE ATTITUDES TOWARD CORPORATE SOCIAL
RESPONSIBILITY OF THE WORLD’S TOP TRANSNATIONAL CORPORATIONS
OGREAN Claudia ............................................................................................................. 381
GLOBAL CRISIS: SEARCHING THE ORIGINS BY BUSINESS ECONOMICS .... 388
POLLIFRONI Massimo .................................................................................................... 388
THE ACCOUNTING DUALISM – STRATEGIC BASIS OF THE FIRMS DURING
THE ECONOMIC CRISES ............................................................................................... 396
POP (GRIGORESCU) Ioana Iuliana ............................................................................... 396
GENDER DIFFERENCES IN LEADERSHIP ................................................................ 403
POPESCU Silvia ............................................................................................................... 403
GENERAL ASPECTS REGARDING THE APPROACH OF NATIONAL CULTURE
POPOVICI Norina ............................................................................................................ 411
MORARU Camelia ........................................................................................................... 411
HORGA Maria-Gabriela ................................................................................................... 411
RELATIONAL STRATEGIES – A MANAGERIAL SOLUTION DURING THE
CRISIS.................................................................................................................................. 417
PRICOP Oliver Constantin ............................................................................................... 417
CASE STUDY ON THE STATE OF PROJECTS ACCESSED BY PUBLIC
INSTITUTIONS IN CENTRE REGION .......................................................................... 423
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RANF Diana Elena ............................................................................................................ 423
TODĂRIŢĂ Elida-Tomiţa ............................................................................................... 423
DUMITRAŞCU Dănuţ ...................................................................................................... 423
ACTIONS, METHODS AND TOOLS FOR THE QUALITY EVALUATION OF
EDUCATIONAL SERVICES - A COMPARATIVE APPROACH ............................. 430
ROMAN Teodora .............................................................................................................. 430
MAXIM Emil .................................................................................................................... 430
MANOLICĂ Adriana ...................................................................................................... 430
DIAGNOSIS OF STRESS FACTORS IN MILITARY ENVIRONMENT ................... 437
RUS Mihaela ..................................................................................................................... 437
TECHNICAL EFFICIENCY ANALYSIS AT S.C. AVICOLA CREVEDIA ............... 447
SANDA (COSTAICHE) Georgiana Melania ................................................................... 447
OANCEA Margareta ......................................................................................................... 447
PERSPECTIVES ON THE INFLUENCE OF EDUCATION AND CULTURE ON
ENTREPRENEURIAL BEHAVIOR. CURRENT SYNOPSIS OF THE LITERATURE
ŞERBAN-OPRESCU Anca-Teodora ................................................................................ 455
ŞERBAN-OPRESCU George Laurentiu .......................................................................... 455
THE MANAGEMENT OF SUPPLIERS SELECTION OF DANGEROUS
SUBSTANCES FROM MINING INDUSTRY USING FUZZY LOGIC ...................... 461
SÎRB Lucian ...................................................................................................................... 461
BUSINESS LEADERSHIP BIASES: ANDROCENTRISM, ETHNOCENTRISM AND
CHRONOCENTRISM ....................................................................................................... 471
SOFICĂ Aurelian .............................................................................................................. 471
NEGRUșA Adina .............................................................................................................. 471
GENDER ISSUES IN WORKPLACE VIOLENCE........................................................ 481
STĂICULESCU Ana Rodica, ........................................................................................... 481
PRIVATISATION IN EAST GERMANY AND ITS IMPLICATIONS ON THE
LABOR MARKET AND HUMAN RESOURCE MANAGEMENT ............................. 488
STAMULE Tanase ............................................................................................................ 488
TĂNASE Ionut Dragos ..................................................................................................... 488
HUMAN RESOURCES MANAGEMENT EFFICIENCY IN THE MILITARY
ORGANIZATION ............................................................................................................... 498
STĂNIŢ Alexandra ........................................................................................................... 498
RIZESCU Marius .............................................................................................................. 498
MANAGING CORPORATE SOCIAL RESPONSIBILITY IN FINANCIAL CRISIS
STOIAN Ciprian-Dumitru ................................................................................................ 503
CRISIS AND CRISIS MANAGEMENT. CREATIVE ECONOMY AS A FEASIBLE
OPTION. CHALLENGES AND OPPORTUNITIES...................................................... 508
SUCIU Marta-Christina .................................................................................................... 508
ALDEA-PARTANEN Andra ............................................................................................ 508
PICIORUŞ Luciana ........................................................................................................... 508
INTERNAL AUDIT. FINDING SOMEONE GUILTY OR FINDING SOLUTIONS . 518
SUSMANSCHI Georgiana ............................................................................................... 518
CONSTANTIN Nicolae Vasile ......................................................................................... 518
IMPROVING THE EFFICIENCY OF LOGICAL FRAMEWORK APPROACH AS
A PROJECT MONITORING AND EVALUATION INSTRUMENT .......................... 523
TACHE Florin ................................................................................................................... 523
CONNECTING POLLUTION ABATEMENT COSTS TO THE DYNAMICS OF
ECONOMIC INSTRUMENTS FOR POLLUTION CONTROL .................................. 530
ŢĂPURICĂ Oana-Cătălina ............................................................................................... 530
CHANGES AND CHALLENGES OF THE CONTEMPORARY KNOWLEDGE
BASED ECONOMY ........................................................................................................... 537
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TODERICIU Ramona ....................................................................................................... 537
FRATICIU Lucia ............................................................................................................. 537
RELATION BETWEEN SUSTAINABILITY AND LEAN MANAGEMENT ............ 543
TODORUȚ Amalia Venera ............................................................................................... 543
THE ROLE OF EDUCATION IN DEVELOPING A CULTURE OF
SUSTAINABILITY ............................................................................................................. 552
TODORUȚ Amalia Venera ............................................................................................... 552
CÎRNU Doru ..................................................................................................................... 552
THE SOCIAL RESPONSIBILITY OF BUSINESS ORGANIZATIONS: THE CASE
OF PFIZER .......................................................................................................................... 558
TOMA Sorin-George ........................................................................................................ 558
MARINESCU Paul ........................................................................................................... 558
REALISING A SUPPORT FOR REDUCE WATER POLLUTION BY NITRATES
FROM AGRICULTURAL SOURCES ............................................................................. 566
TRICĂ Carmen Lenuţa ..................................................................................................... 566
PICIU Gabriela Cornelia ................................................................................................... 566
THE MANAGEMENT OF THE ENVIRONMENTAL RISK FROM THE
PERSPECTIVE OF THE FINANCIAL ACTIVITIES ................................................... 571
TRICĂ Carmen Lenuţa ..................................................................................................... 571
PICIU Gabriela Cornelia ................................................................................................... 571
CURRENT STATUS OF RESEARCH IN THE DOMAIN OF THE PRE -
UNIVERSITY MANAGEMENT....................................................................................... 577
TUTA Ana ......................................................................................................................... 577
VOINIA Claudiu Sorin ..................................................................................................... 577
DUMITRASCU Dănut Dumitru ...................................................................................... 577
LEADERSHIP`S INFLUENCE ON OTHERS ................................................................ 582
TUTULEA Anca ............................................................................................................... 582
THE PROCESS OF CHANGE IN ROMANIAN BANKING SYSTEM: THE
DIAGNOSIS PHASE .......................................................................................................... 588
VĂRZARU Mihai ............................................................................................................. 588
ALBU Carmen Cristina ..................................................................................................... 588
VĂRZARU Anca Antoaneta ............................................................................................. 588
COMPARISON BETWEEN THE LOBBY ACTIVITIES IN EU AND USA – ........... 595
A THEORETICAL APPROACH ...................................................................................... 595
VASILCOVSCHI Nicoleta ............................................................................................... 595
OANTA Stefan Ilie ........................................................................................................... 595
MANAGING ROMANIAN ORGANIZATION TO DEAL WITH CRISES ................ 599
VELCIU Magdalena ......................................................................................................... 599
SOCIAL CARE ORGANIZATIONS AND INSTITUTIONS ........................................ 605
ZODIERIU Elena .............................................................................................................. 605
498
HUMAN RESOURCES MANAGEMENT EFFICIENCY IN THE MILITARY ORGANIZATION
STĂNIŢ Alexandra
T.A., Ph.D. Student, Faculty of Economic Sciences, „Lucian Blaga” University of Sibiu,
Romania
RIZESCU Marius
SRA Ph.D. Student,„ Nicolae Balcescu” Land Forces Academy, Sibiu, Romania
Abstract: The effectiveness of resources available to an organization depends to an extent to a more
effective use of human resources. From this point of view, people are not only very valuable or precious, but
extremely expensive and becoming more expensive, requiring appropriate treatment and efficient use.
The successful application of the human resources management implies a performance evaluation system, a
system of employee incentives and results rewarding. This management system aims at the continuous cooperation
of all employees in order to improve the quality of products and services offered by the company, its high
performance and its objectives.
In this paper I will try to highlight the key ways of evaluating the effectiveness of human resources
management and their application within the military organization and, last but not least, the effect they have on
staff.
Key words: human resources, management, reward, employees, offered.
JEL Classification: M 12
1. HUMAN RESOURCES MANAGEMENT IN THE MILITARY ORGANIZATION
The military, through its structure, organization, activities, members, goals and objectives is an
organization. As such, it constitutes a social system of the society in which it exists. In other words, the
military is the social organization receiving from the society material, human, financial and information
resources, manageable in full accordance with previously established goals and objectives. In this sense, a
major role is granted to the defense resources management, in general, and human resources, in particular.
Detaching itself from general management, human resources management differentiated and
automated, restricting its issue or subject matter and, consequently, has specialized, currently holding a
well-defined place in general management.
Human resources management requires continuous improvement of activities of all employees to
achieve organizational mission and objectives. Exercising that kind of management requires that each
manager to be a model of behavioral attitude.
Human resources management possesses a number of features. The first one is of quantitative
order in the sense that human resources meet a finite number of people who are members of a human
group. A second feature concerns the human resources’ social character from the military institution. A
third defining feature of human resources is their psychosocial character. Basically, human resources
from the military are found in the form of human groups, of different sizes with different compositions,
both quantitatively and qualitatively, made up in strict accordance with the specific tasks of each military
structure.
People represent “undoubtedly the most precious resource as well as the key to any company or
organization” (Melamed and Jackson, 1995). Thus we deduce, naturally, that the functions and
importance of human resources management are constantly expanding, and that policymakers need to
apply the principle of placing the right man at the right time. In other words, people are “the most
valuable asset of an organization” [1], a truth highlighted by the famous proverb “the man sanctifies the
place”.
Unlike tangible or quantifiable resources such as money, materials and equipment, human
resources are characterized by and intangible and unquantifiable side, because people play an important
role in shaping the value of the organization, whether public or private, civil or military.
The human resources of a military organization consist of people - commissioned officers, non-
commissioned officers and petty officers, military employees under contract, civilians - working
499
effectively and through their work ensuring the achievement of its objectives, highlighting the other
resources and striving to use them rationally. In this context, human resources management represents all
the activities promoted by the organization’s leadership, at all hierarchical levels, to ensure optimal use of
the available staff.
A coherent system of human resources management represents a necessity. This from a number of
reasons, among which are the following:
- continuity of the activity specific to the military institution;
- relatively limited financial resources available for this purpose;
- complexity of the activity taking place in the military;
- different conditions in which military groups live, work and are required to act, in peacetime,
during a crisis and at war;
- presence of the risk of injury or even death during combat missions;
- deprivation of certain civil rights (for example, to enlist in a political party, to be elected in
public office).
The successful implementation of human resources management implies the existence of a
performance evaluation system, of a system of incentives to employees and results rewarding. This
management system aims at permanent cooperation of all employees to improve the quality of products
and services offered by the company, the quality of its operation and its objectives.
2. PERFORMANCE EVALUATION, NECESSARY ACTIVITY IN THE ASSESSMENT
PROCESS OF THE EFFICIENCY OF THE HUMAN RESOURCES MANAGEMENT
Performance evaluation can play an important role in fostering employee development: it
strengthens their confidence, it can bring immediate material benefits by salary increases and awards,
opens perspectives for promotion, clarifying certain career goals, enhances its ambition to raise his
training level. As a tool that provides potential, human behavior and achievements assessment,
performance evaluation aims at the optimal use of resources (Figure no. 1).
Also, performance evaluation is a systematic and highly complex process, which analyzes and
assesses both the behavior work and performances of the members of an organization and the potential or
its capacity to develop.
Figure no. 1. The role of the performance evaluation system [2]
Based on Figure no. 1, one can say that the role of performance evaluation is essential for an
effective management of human resources, in the view of the many areas where this process is present.
Evaluation
performance
Salary
Job rotation
Redesigning
jobs
Specification
on post
Job analysis Integration Selection
Disengagement and staff
reconversion
Effectiveness
of training
Promoting
staff
Training
needs
Staff
development
Staff
training
Recruitment
500
Assessment of human resources assumes the existence of criteria which can be used to measure the
standards which must be achievable, common and visible, and specifying the time intervals under
evaluation. Since the evaluation of human resources “certain variables considered irrelevant are
necessarily omitted” [3] one desires a time frame for observations, reflection and synthesis before the
adoption of conclusions.
In general, performance evaluation respects the principle of hierarchy, meaning that individual
performance will be measured by its direct superior, the performance of a subdivision by the next
hierarchical level and the organizational performance by the top management.
The performance evaluation process is completed by providing ratings for employees who have
undergone evaluation tests. Conventionally, five skill levels are allowed: very good, good and satisfactory
(average), low and very low.
Performance evaluation is made on an ongoing basis by all managers in any organization. In
military institutions the process includes all personnel, is conducted systematically and has an official
character, trying a certain uniformity of assessment methods (by the existence of instructions). However,
the analysis of the form used to assess military personnel (working assessment) does not conclude in a
match between employee skills and job specifications, between activities and descriptions and it is quite
difficult to direct individual efforts towards the needs of the organization.
In the military organization performance evaluation aims at highlighting the way in which a
military fulfills his job duties and assignments in relation to professional military standards.
Issues to be taken into consideration are:
Results in the performance of specific job requirements to which he belongs and of other
duties / tasks all together, as well as results in the professional training in the analyzed period;
Way in which he obtained those results, in terms of ensuring the necessary time and
resources; obtained performance, compared to individual performance objectives and performance
standards for all militaries evaluated. Also, each and everyone’s results and contribution will be identified
in achieving the general objectives of the unit / subunit, as well as failures, shortcomings and needs to
improve individual work performance in office.
A very important aspect to note is the successful completion of individual performance evaluation:
weak performers always want the evaluation results to remain confidential, while outstanding performers
wish that they be made public. Therefore the ones responsible for carrying out this type of activity must
show tact in communicating the final results.
Performance of military personnel influences organizational performance itself. Management of
military organization with the human resources department tries to obtain increased performance for
employees through the various human resources activities. Thus, employee performance becomes a
synthesis variable of human resources management efforts to ensure the right person at the right place and
for the management organization to effectively use these people. Employee performance evaluation is
used, therefore, to assess human resources management.
In addition to conducting assessments using other human resources management activities, they
also serve to assess programs and policies undertaken by the Department of Human Resources for staff:
training, job redesign, payroll systems, etc.
Methods and techniques of performance evaluation in work are numerous, and their evolution
has been a continuous development. Also, these methods of evaluation in the organization consider both
the assessments of managers on their subordinates and their self-assessments, and “colleagues and staff
assessments and evaluation made by subordinates for managers” [4]. Thus, the evaluation processes
would meet the expectations of the military institution and the imperatives of modern human resources
management.
Our appreciation of people on the results obtained in different fields is sometimes done by
endorsement and, sometimes, with the traditional grades of the school system or other grades.
When we are faced with choosing a method or technique for performance evaluation we must take
into account the specific characteristics of the organization and its field of activity, the characteristics of
the assessed person, the relevant dimensions of performance and specific goals pursued at individual,
departmental and organizational level.
Theory and practice in human resources management highlights various attempts to classify the
methods and techniques for performance evaluation [5] (Table no. 1).
501
Table no. 1.
ASSESSMENT METHODS ASSESSMENT TECHNIQUES
Assessment scales graphic assessment scales
assessment scales with
multiple steps
standardized scale
scale with points
assessment scales focused on
behavior
behavioral observation scales
Comparative methods simple comparison or ranking
comparing the pairs
comparison through forced
distribution
The management of organizations shows a growing interest towards the problem of employee
performance. Performance of the organization is increasingly dependent on human resource mobilization.
“In the new information society, human capital has replaced financial capital as a strategic resource” (
Naisbitt and Aburdene).
3. HUMAN RESOURCES MANAGEMENT EFFICIENCY
Concepts circulated by human resources specialists develop year by year. We hear around us more
and more often talks about EQ, NLP, EL, OB and many such abbreviations of very fashionable concepts:
emotional intelligence, neuron-linguistic programming, experiential learning, and organizational
behavior.
The human resources department could always return to the eternal problems still facing it: to
justify if not your existence, then certainly your efficiency. Specifically, although the field of concerns of
specialists in human resources has diversified, some old questions arising from the birth of the concept of
human resources are still valid:
- How to measure the effectiveness of a human resource department?
- Can one measure the impact that human resources, both as a department and as integrality of
people enrolled in the organization has on the organization?
While no one expects that the human resources department to produce money, it being eminently
one of the departments that provide support to an organization, there is an increasing pressure to justify its
existence by enhancing human capital. Human capital is also the most dynamic element of the
organization; the staff may suddenly increase, employee motivation may vary, individual performance
may show dramatic changes. As it is now clear that a computer will not become a server next year and
then an entire network, so obvious is that a performing employee may increase even at this rate, investing
in him being extremely profitable!
That is what human resources efficiency means: measurement, evaluation, comparison and
improvement of indicators related to the management of the organization’s human resources, in order to
create its global development premises.
The principle of efficiency refers to the comparison of system inputs with outputs, or of results
obtained by the system. In the case of organizations, inputs are the resources employed by them in their
work (productive or not), and the outputs are the products / services obtained. Efficiency follows
obtaining superior outputs in comparison to the inputs. Efficiency enhancement refers to maximizing
outputs while minimizing inputs. Organizations will thus act on both factors involved: outputs and inputs.
In evaluating the effectiveness of human resources management we can stop only on the level of
human resources management outcomes and assess effectiveness at this level. This assessment is the most
common and easier. Even in organizations where there isn’t a concern for formal evaluation of human
resources management, one will always appreciate the results of this field, in terms of employment
outcomes (within performance evaluation of employees) and of problems related to it.
The general management of the organization will appreciate that human resource management is
inadequate when there are labor disputes, when staff resigns and leaves the organization, when it is
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difficult to recruit required staff, when employee performance and engagement at employment are weak,
when between the existing staff and the necessary one there is a clear discrepancy in professional training.
On the other hand, when the climate at work is agreed both by the management and employees, the
human resource is well motivated and involved in achieving the work assigned, when no major conflicts
between employees and management exist, when the organization has the required human resource in
number and quality and has no trouble maintaining it in the organization and attracting it for recruitment /
selection / employment, human resources management is considered good.
These evaluations are common sense, which does not diminish their value. They are fair and
justified, because they highlight the human resources management objectives and support for the strategic
and efficiency objectives of the organization. These evaluations exist informally in all organizations,
whatever the form of the personnel activity and the dimensions of the department. However, it is
desirable that the assessment of human resources management is made in a formal and structured way,
while ensuring its diagnosis. Early identification of deficiencies of human resources management will
enable the organization to correct and eliminate many problems in the staff field.
Human resources management can be assessed through the objectives and results proposed and
through the accomplishment of these objectives / results. Human resources management aims to meet the
needs of the organization on labor. Human resources management is not limited only to managing the
existing human resource at a specific time. It aims to develop human resources strategies to meet the
organization's strategies:
- improving the quality of human resources, recruitment and training activities;
- maintaining or changing organizational behavior and organizational culture;
- stimulating long-term and short term labor so as to involve employees in achieving objectives;
- ensuring job satisfaction and stimulation of the creativity of employees.
Efficiency is the basic criterion for evaluation and management of an organization. But effective
use of resources depends in an increasingly manner on effective use of human resources and increased
employee performance.
Organizations generally expect two things from their staff: participation and effectiveness. The
objective of participation is provided by the equity of the human resources management. The objective of
participation is about ensuring staffing by hiring and keeping people within the organization. The second
major objective, labor efficiency, refers to the ability to perform the required work by the organization.
The two objectives are closely interdependent. As employees remain longer in a job, their experience
grows and they become more able to perform job tasks. As they become more capable at work, their
satisfaction and probability to keep the job increase.
4. REFERENCES:
Verboncu I. (coordinator), ” Public Management”, Editura Universitară, Bucureşti, 2005;
Puşcaşu, P., ”Current issues of HRM in the army”, Editura Academiei Tehnice Militare,
Bucureşti, 2003;
Dorofte I., ”
Analysis and prediction of human performance”, Editura Ştiinţifică şi
Enciclopedică, Bucureşti, 1981;
Ursachi I. (coordinator), Năftăilă I., Deaconu V., ”Management”, Editura Academiei de
Înalte Studii Economice, Bucureşti, 1999;
Pitariu H. D., ”Human resources management – professional performance measurement”,
Editura ALLBECK, Bucureşti, 1994;
Mathis, R. ş.a., ” Human resources management”, Editura Economică, Bucureşti, 1997;
Pânişoară G., Pânişoară I., ” Human resources management – practical guide”, Editura
Polirom, ediţia a II-a, Iaşi, 2005;
Manolescu, A., ” Human resources management”, Editura Economică, ediţia a
patra,Bucureşti, 2003.