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

Romanian public sector, of development and efficiency of social services provided to citizens (Manole,

2015, p.31).

In conclusion, we can say that formulation of a strategy aimed at strengthening the Romanian public
administration, especially the development of its human resources is fundamental for the nest period.

“The proposed reforms will only succeed if supported by a clear strategy and can contribute to a significant
improvement in the quality of public administration in Romania” (Profiroiu, 2003, p.36).

4. ANALYSIS OF PUBLIC ADMINISTRATION HUMAN RESOURCES MANAGEMENT OF
ROMANIA

Over time, numerous studies have been conducted on human resources based on the public
administration, they provide a global and questionable image on human capital. In all these studies, the
major problem reported by specialists concerned how the general principles of performance management

were reflected in the processes of staffing (through recruitment-selection-appraisal), evaluation,
promotion, motivation and development of administrative human resources, as follows:

a) From the perspective of the assuring process with personnel in the public service PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest

According to the theory of management, it is known that the main objective in the process of recruitment-

selection-appraisal relates to maximize compatibility between the requirements of the vacancy and the
real competence of the potential candidate (knowledge, skills, abilities, potential for development, etc).

Regarding the public function, one of the criticisms of the recruitment and selection process, over time,

was that it is a rigid process, focused more on checking theoretical knowledge acquired on the basis of a
bibliography predetermined than evaluating skills and practical abilities required by the job for which the
2
recruitment and selection is carried out. Since 2008 this system was changed in order to allow testing of
practical abilities necessary for obtaining the public job, skills and motivation of candidates. Although the

new legislation allowed testing other aspects of the candidates, not only the capacity to memory, and the
legislative measures were supported by different initiatives (manuals, development of guidelines, training,
etc.) aimed to facilitate their application; over time practice demonstrated that preferred were approaches
targeted towards testing of candidates’ theoretical knowledge and not approaches orientated towards

testing the candidates’ aptitudes and practical abilities.

b) From the perspective evaluation of professional performances in administrative personnel

2 H.G. no. 611/2008 for approving rules regarding professional organization and development of public employees.

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