Page 280 - Proceeding 2015

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

have the capability to predict the grade of employment of the workforce and to establish the necessary

human resource for a period of several years. Also, they must be able to ensure the most effective use of
human resources, adapting the staff needs required by the evolution of the organization’s activities, and
also by the economy in general (Lefter and all, 2008, p.39). Researching specific to this industry literature,

we can say that over time, to the term strategy there have been awarded different meanings in relation to
the area in which this term has been used. Thus, the human resources strategies represents overall long
term goals in terms of human resources, the main ways of achieving them and the necessary or allocated

resources to ensure structure, values and culture of the organization, and as well as the utilization of its
personnel to contribute to the overall objective of the organization (Manolescu, 2001, p.122).

According to the views of multiple authors, such as Michael Armstrong, personnel strategies define the

intentions of the organization in terms of ways of developing human resources, as well as the needs or
requirements to be met in this area, to facilitate the achievement of organizational goals (Armstrong, 1996,

p.170). According to other authors, human resources strategies of an organization, refers to its
fundamental concept about its employees, reflect the type of human resources decisions, decisions which
are directly related to organizational and environmental conditions (Milkovich and Boudreau, 1988, p.108).

The definition represents in fact three very important aspects (Manolescu, 2001, p.122): managers’ PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest
decisions regarding employment relations; the connection between organizational conditions and
managers’ decisions regarding human resources, liaison studied with priority by many specialists, for

example Miles and Snow; the effects of environmental pressures on the organization and on human
resources. Similar strategies for personnel and policy making, in light of human resources there is no
official widely accepted point of view that meet the consensus of experts of the field. Researching the

relevant literature, we found that there are numerous formulations assigned to personnel policies, such
as:

a) They define how the organization fulfills its social responsibility towards employees;

b) Are an expression of the organization’s values and beliefs about the function of human
resources;

c) Aims to establish goals and guidelines in the field of personnel;

d) Means all rules and attitudes of human resources, on which management decisions are adopted,

specific to human capital etc.

In conclusion, we can say that if strategies in human resources are the overall objectives in the long run
(over 5 years) related to human capital, personnel policies represent all attitudes and major directions of

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