Professional Mobility and the Human Resources Flexibility - Premises of the Employment Improvement of Labor Force in Industry

During the transition years, the most striking and at the same time alarming process in matters of employment has been the severe decrease of the employed population. The causes that determine a process or another in the field of workforce employment can be grouped into: economic causes, institutional causes, educational and training causes, social causes, the management of the labour market. In this paper we have approached mainly the educational and training causes, taking into account the mass privatization process of the Romanian enterprises which led to the apparition/disappearance of qualifications, associated with big changes in the content of jobs and qualifications. In order to know the structural or circumstantial changes concerning the qualifications required on the labour market it is necessary to have an information inquiry about the qualifications and the qualification needs, which means investigations at the firms from the town/area. To this purpose we have made a research (to be seen in a questionnaire-based survey) at the level of Cluj county on a statistical population of 2736 enterprises. As a result of the research, we have elaborated the classification of the most wanted and most vulnerable jobs specific to industry on the labour market from Cluj and we have identified the main employment difficulties. Under the actual conditions of restructuring economy in general and industry in particular we consider that the flexibility of human resources represents a decisive factor for improving employment in economy in general and in industry in particular.employment; unemployment; jobs/qualifications; professional mobility; flexibility.

The role of work-life balance practices in order to improve organizational performance

Well known in the literature as work life balance, the quality relationship between paid work and unpaid responsibilities is critical for success in today’s competitive business world. The issue of work-life balance has been developed in response to demographic, economic and cultural changes. The purpose of this paper is to establish whether work-life balance initiatives and practices can be considered as strategic human resource management decisions that can translate into improved individual and organizational performance. The results of a number of studies reviewed in this paper show the outcomes and the benefits of implementing worklife balance practices not only for employees themselves, but also for their families, organizations and society. Despite the fact that work-life conflict has significant business costs associated with lack of engagement, absenteeism, turnover rates, low productivity and creativity or poor retention levels, there are some factors of organizational work-life culture that may compromise availability and use of these practices What are the challenges for research and practice in the future? In the end of the article we propose several suggestions (guidelines) in order to improve our understanding, choice, implementation and effectiveness of work-life practices.peer-reviewe

The Role of Work-Life Balance Practices in Order to Improve Organizational Performance

Well known in the literature as work life balance, the quality relationship between paid work and unpaid responsibilities is critical for success in today’s competitive business world. The issue of work-life balance has been developed in response to demographic, economic and cultural changes. The purpose of this paper is to establish whether work-life balance initiatives and practices can be considered as strategic human resource management decisions that can translate into improved individual and organizational performance. The results of a number of studies reviewed in this paper show the outcomes and the benefits of implementing worklife balance practices not only for employees themselves, but also for their families, organizations and society. Despite the fact that work-life conflict has significant business costs associated with lack of engagement, absenteeism, turnover rates, low productivity and creativity or poor retention levels, there are some factors of organizational work-life culture that may compromise availability and use of these practices. What are the challenges for research and practice in the future? In the end of the article we propose several suggestions (guidelines) in order to improve our understanding, choice, implementation and effectiveness of work-life practices.Work-life balance, integration, performance, flexible working time, work-place culture