ابتکارات و پیشنهادات مدیریت شغلی به سازمان عمومی رومانیایی : مورد شورای استان مورس

The purpose of this paper is to present a number of initiatives which have been spearheaded by the Romanian government in the field of career management in the civil service. This paper attempts to supplement existing research into New Public Management NPM by outlining the modernisation of a range of public HR functions in the country and to outline the context and significance of each of the attempts at modernisation in the HRM field, in the work undertaken by the Romanian National Civil Servant Agency NACS. Empirical evidence shows that the centralised Romanian civil service is in need of serious change if it is to deliver a more efficient and less politically driven level of practice. Many external and internal organisational forces such as the demographics of the labour-force, technology and privatisation – as well as the erosion of confidence in government institutions have drastically altered the environment of the civil service in Romania. Consequently, traditional Human Resource Management HRM approaches no longer work.

The economic growth of a country depends on how it is mobilized by its internal development potential, by each territorial-administrative unit and organization, but also on the dimension of the government assistance for the appointed development priorities. The government seeks the best use of all public resources human, material, financial, informational for the dynamics an d development of local, regional, national, and by excellence, of European level activities. Major advances in socio-economic development of a country are visible only when there is a politic, legally appropriate and coherent framework, the effect being maximizing the investment in human capital in order to create value and performance for each undertaken activity. They become even more obvious since there are several concerns regarding the satisfaction of economy requests based on knowledge, which require immediate superior capitalization and capacity for innovation, efficient use of existing knowledge and the latest technologies. Therefore, the condition of human capital development through career management in the Romanian public organizations is imperative. The stage of development of human resource management practices of Romanian public organizations reinforces our belief that the emphasis was not enough placed on the development and implementation of specific programs of career management officials. Options related to career officials of the Romanian public organizations have been largely dictated by legislative rules and formal measures, distinctively applied to professional classes of the public service, and espec ially more visible to managers and public operation managers. Therefore, about the development of careers for the public sector employees, we can say it was applied by using the concept only theoretically, in the scripts.