Browsing: M50

Introduction. In public institution the development of the concept of intellectual capital (understand simultaneously as human, structural and relational capital) mean the rise of the organisation`s competitiveness and the beget of structural capital (potential subsequently invested to achieve knowledge), respective the power building-up in efficient action – meaning the consolidation and development of success obtained in competition. The term of intellectual capital add up a sum of values, knowledges, abilities and habitudes of the employees, and also those cumulated on organisational level within what we call organisational culture, the final goal of its evolution being to obtain the optimal managerial efficiency. 

Aim of the study. This paper aims to highlight that the adequate exploitation of intellectual capital, obtained through the adequate exploitation of intellectual potential, of the individual and collective capabilities, capacities and performances ale the human potential mean to rich the maximum efficiency of institution. Repetitively application of an adequate management of individual career – materialized through a superior management of intellectual capital – will represent, in the end, an intelligent, creative and performant management of institutions/organisations.

Keywords: Labour training, firm employment decision, promotion, general personnel economics, intellectual capital, system improvement, synergy, manager training, continue formation knowledge management, human capital, occupational choice skills, professional labour markets, occupational licensing.
JEL Classification: M50, M51, M53, M54, J24, J44

Introduction. The human resources management is extremely important today due to the fact that it offers each and every company the opportunity to evaluate its most important asset, the personal, based on the past and present evolution, while using the appropriate policies, measurements and instruments, as well as by taking into consideration its general rules and regulations.

Aim of the study. This paper aims to highlight the following key aspects: first of all, the notions of human resources management and strategic personnel planning are defined and analysed; second of all, the necessity and the importance of creating and using comprehensive human resources management policies and instruments is taken into account; third of all, a case study done in a Romanian organization is presented, in terms of a quantitative and qualitative analysis; fourth of all, the results of the case study are presented and future predictions are made concerning the situation of similar organizations in Romania as well as in other countries worldwide; fifth of all, the concussions of this research paper are drawn, the limitations are presented and justified and the future research plans are presented.
Keywords: human resources management, policies, instruments, strategic personnel planning, quantitative analysis, qualitative analysis, Romania’s situation.
JEL Classification: J24, M00, M50, M51, M53, M54, O15, O20