The SMEs Performances Explained Through Influences of the Economic Context. Study Case: Romania

Small and medium-sized enterprises (SMEs) are the most dynamic and vital factor of progress in the contemporary society, main generator of economic performance and substance in any country, employment opportunity provider for most of population, major contributor to the national budget, and engine to improve the living standard of the population. SMEs represent 99% from all enterprises, drawing up the main human resource agglomeration. The higher flexibility of SMEs, the permanent contact of the entrepreneur with the organization, the capacity of producing goods and services to satisfy different needs and demands, the organizational environment favourable to change and innovation represent the elements that explain higher performance of the SMEs sector.small and medium-sized enterprises, macroeconomic indicators, performances, Romania.

HUMAN RESOURCES MOTIVATION - A CHALLENGE FOR SMES ECONOMIC PERFORMANCES

The present research aims to establish and configurate human resources development strategies for the employees of small and medium-sized enterprises (SMEs) that activate in the tourism field of activity (hotels and other accomodation establishments, restaurants, passenger trasnport, travel agencies, cultural turism agencies). As knowledge role in the contemporany economy is increasing and defining the economical and social context as knowledge-based ones, we shall consider the research frame as the knowledge-based economy. Moreover, in order to better highlight weaknesses and strenghts of the human resources management approaches and to define recommendations, our research theme is developped as comparative study: similarities and differences within SMEs human resources management practices in Romania and other European Union's country members (the example of Spain was considered).human resources, motivation, profitability, SMEs, tourism

The Development of Touristic Services through Individual and Organizational Learning. Study Case: Romania and Spain

The present research aims to establish and to design the development strategies for services in small and medium-sized enterprises (SMEs) that activate in the tourism field of activity (hotels and other accommodation establishments, restaurants, passenger transport, travel agencies, cultural tourism agencies). Organizational learning is focused on the learning process in the organization which has direct influence on the goods and services produced. Learning activities, carried out individually, are not easily transferred at the organizational level. Moreover, in order to better highlight the weaknesses and the strengths of touristic services management approaches and to define recommendations, our research theme is developed as comparative study: similarities and differences within SMEs touristic services and learning organization practices in Romania and other European Union’s country members (the example of Spain was considered).services, tourism, small and medium-sized enterprises (SMEs), organizational learning, human resources

Human Resources Professional Development within the Knowledge-Based Economy Organizations

Through the present paper, we identified and argumented one of the most important consequences of the present business environment: appearance and, gradually, growth of differences between two categories of representants: human resources with high formation, strongly connected to the environment, who impose and even anticipate change, being fascinated by the development perspectives, unlike people always surprised by what is happening, sometimes lost by the predicable absence, having a continuous “fight” for keeping the other’s rhythm. The solution is represented by motivation and formation programs, on medium and long term in order to offer sustainable results. Consequently, from the organization management point of view, the most appropriate instrument for accomplishing and implementing this is the strategy, as an exponent of organization mission and objectives, in correlation with human resources, technical and material resources, financial and informational resources restrictions, and, moreover, the actions ways for accomplishing the competitive advantage.Small and medium enterprises (SMEs), human resources, professional development, motivation, economic performances, knowledge-based economy.

CRITERIA AND FACTORS USED BY MANAGERS IMPLEMENTING THE KNOWLEDGE-BASED MANAGEMENT IN TOURISM SMES

Knowledge-based economy requires both in Romania and internationally, the presence of intelligent organizations, with advanced management capabilities of their collective skills, as sources of performance. As a result, worldwide, more than ever, knowledge is accepted as one of the main sources of competitive advantage. Small and medium sized enterprises (SMEs) are the most dynamic and vital factor of progress in the contemporary society, main generator of economic performance and substance in any country, employment opportunity provider for most of population, major contributor to the national budget, and engine to improve the living standard of the population. SMEs represent 99% from all enterprises, drawing up the main human resource agglomeration. In this context, knowledge-based management approaches are inevitable, arising from systemic complexity that goes beyond the rigid hierarchies and traditional practices and entails the emergence of non-hierarchical organizational structures

HUMAN RESOURCES MOTIVATION - A CHALLENGE FOR SMES ECONOMIC PERFORMANCES

The present research aims to establish and configurate human resources development strategies for the employees of small and medium-sized enterprises (SMEs) that activate in the tourism field of activity (hotels and other accomodation establishments, restaurants, passenger trasnport, travel agencies, cultural turism agencies). As knowledge role in the contemporany economy is increasing and defining the economical and social context as knowledge-based ones, we shall consider the research frame as the knowledge-based economy. Moreover, in order to better highlight weaknesses and strenghts of the human resources management approaches and to define recommendations, our research theme is developped as comparative study: similarities and differences within SMEs human resources management practices in Romania and other European Union's country members (the example of Spain was considered)