Page 279 - Proceeding 2015

MANOLE Cristina FAMP
HUMAN RESOURCES POLICIES AND STRATEGIES IN THE LIGHT OF ROMANIAN PUBLIC CCASP
ADMINISTRATION

1. INTRODUCTION

Currently, the Romanian economy is a system in constant change, and being the subject of multiple
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
challenges of various sizes. Regarding organizations, they are constantly changing, their main objective
is to adapt to new trends, by applying different strategies and trying to use more efficiently the resources
they have, whatever their nature. It is a difficult goal to achieve, because the external environment is in
constant transformation, the consumers’ demands undergoes metamorphosis, while the internal

environment of the organizations must adapt to new economic trends and general management (Demen
and Lala-Popa, 2013, p.232).

In all of this complex environment, the organization’s human resources are the foundation on which the

entire management is based. However, these resources are not homogeneous, they differ in time and
space depending on a variety of criteria. Thus, each person is unique in its own way, there are no two
identical individuals. “People” – extrapolated to the concept of “work” and “human resources”, varies by

30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest are “social-cultural constructions, consisting of assessment (assessment, selection, and prioritization) and
age, gender, physical or mental abilities, values, intellectual qualities inherited or acquired over time. They

use (effective use) of real and virtual capacities of employees by managers, without social relations
(through coercion or negotiation) between managers and employees (current or potential)” (Nica, 2012,
p.11).

Human capital represents the resource of the organization able to adapt over time, to add value and to
generate results proportional with their level of education. We showed in a previous study that if decades
ago young graduates acquired a profession based on the knowledge obtained in schools, today the

baggage of knowledge, aptitudes and professional skills accumulated over time becomes outdated very
quickly. Existence of employee who are no longer able to professionally keep up with the mutations that
occur in the conduct of activities at the organizational level, is a major problem for managers (Manole et

al., 2011, p.208). The main objective of the staff development department, is to provide skill and
experience, in order to obtain optimum and reliable performance, using the most appropriate methods. In
achieving this objective, an important role plays the strategies and polices of the personnel, because the

modernization of work processes do not ensure economic efficiency, if personnel development is not
taken into consideration (Manole et al., 2011, p.208).

2. THE CONCEPT OF STRATEGIES AND POLICES IN HUMAN RESOURCES

Among experts, it is well known that “an important component of the human resources management is

the forecast of human resources needs” (Lefter et al., 2008, p.39). Therefore, the makers of this field must

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