BRAND - PRODUCT INTERDEPENDENCE

In this paper we conceptually discussed the brands’ role in the society, the dimensions of branding and the relationship between the brand and the products. We adhere to the main ideas expressed in the literature, that the brand is more than a product. However the product is needed to render the brand tangible. The product is the magic box that delivers the brand experience. Without the product, the brand meaning would have difficulties in attracting customers. More studies are needed to investigate the brand-product relationship

STRATEGIC OPTION OF MOBILE PHONE OPERATOR ORANGE UNDER CRISIS CONDITIONS

The current financial and economic crisis has affected many sectors, but companies have tried to implement marketing strategies adapted to the context. Telecommunication field was affected to a lesser extent, given the customers’ need for communication, need that doesn’t go away, but that can be achieved through orientation to other service providers. As a research methodology, we used qualitative methods and empirical data on the evolution of Orange mobile operator under crisis conditions, and compared with other operators. The main advantage of these methods is the adaptation to existing resources and external identifying limitations. The objective of this study is to understand how to manage effectively a crisis by applying different marketing strategies adapted to the changing customer needs.telecommunications; strategy; crisis; opportunity;option

Impact of expenditures with human and non-human resources on medical efficiency indicators

The most valuable resource of an organization is the human resource, especially in the area of health care. The specific problem of the public medical systems is that some managers of hospital institutions do not have strategies for employees’ compensation. In this paper, we propose to evaluate the impact of significant changes in the levels and the structure of budgetary allocation on the medical efficiency indicators of a public hospital from Romania, as well as the effects of changing reward policies on the hospital efficiency indicators. The paper provides a useful tool for hospital managers, which allows them to assess the impact of budgetary allocations for human and non-human resources (HNHR) on medical efficiency indicators of a public hospital

Evaluating the Effects of HRM Practices on Employee Engagement and Organizational Culture

Human resource management (HRM) is a critical field in business and organizations, and practices in this field can significantly influence employee engagement and organizational culture. The paper proposes a model for evaluating the effects of HRM practices on employee commitment and organizational culture. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. HRM practices can directly influence employee engagement and organizational culture. Involving employees in the decision-making process, offering opportunities for career development, properly managing labor relations, and promoting diversity and inclusion are HRM practices that can increase employee engagement and develop a positive organizational culture. The study has important managerial implications by highlighting HRM practices that substantially affect employee engagement and organizational culture. Employees more involved and loyal to the organization are more likely to respect its values and goals, so the organizational culture becomes more substantial and better defined. Therefore, organizations must implement HRM practices that help increase employee engagement and develop a more robust and better-defined organizational culture

Exploring the Direct Influence of the Organizational Change Process on Organizational Performance

Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success

A Two-Stage SEM—Artificial Neural Network Analysis of the Rewards Effects on Self Perceived Performance in Healthcare

Healthcare managers consider the rewards and performances of employees as central elements of their activities due to the challenges caused by the phenomenon of healthcare employees’ emigrating to higher-income countries, which has reduced patient satisfaction and led to a negative image of hospitals. In this context, this paper analyzes how employee rewards influence the employees’ self-perceived performances in the hospital units of the emergency medical system in Romania. Using structural equation modeling, we analyzed the relationships between the investigated variables, showing that financial motivation and the recognition of employees’ merits are central to employees’ self-perceived performances. Ensuring equity also has a positive impact on how the reward package is established and managed. While financial rewards are the most important incentives to increase efforts to exhibit higher performances, recognition has a long-term motivational effect

The Link between HRM Practices and Performance in Healthcare: The Mediating Role of the Organizational Change Process

The role of human resources as a change agent in the organizational change process holds great importance. Hence, it is crucial to identify ways human resources can support change. This paper investigates the direct and indirect relationships between human resource management (HRM) practices and organizational performance, as well as the mediating role of the organizational change process in these relationships. The proposed model integrates primary HRM practices, organizational change components, organizational performance, employee retention, and organizational abandonment. We collected data to evaluate the relationships between the model variables through a survey questionnaire applied to 441 Romanian employees in the healthcare industry. The paper used structural equation modeling to test the model’s validity and hypotheses. The results show that HRM practices directly impact organizational performance and have a mediated impact through the organizational change process. Additionally, the direct and mediating effects are consistent, and healthcare employers consider appropriate HRM practices and effective management of the organizational change process as essential drivers to achieve superior performance. The empirical findings provide valuable insights for government policymakers, stakeholders, and health managers on how suitable HRM practices can influence organizational performance