PERFORMANCE PREMISES FOR HUMAN RESOURCES FROM PUBLIC HEALTH ORGANIZATIONS IN ROMANIA



vedere al cantitâtii, cu scopul anticipârii
unor problème ce pot sa aparâ legate de
surplusul sau deficitul de personal;

-   eficienta utilizârii personalului.

În cadrul procesului de planificare
putem vorbi de patru categorii de personal:

- personal existent;

- personal nou recrutat;

- personal potential;

- personal pierdut.

Etapele de planificare a resurselor
umane sunt urmatoarele:

- formularea obiectivelor - procesul de
planificare are la bazâ obiectivele definite de
organizatie, iar obiectivele ce privesc
resursele umane au ca si punct de plecare
obiectivele organizatiei;

- analiza utilizârii în prezent a resurselor
umane - trebuie sâ se efectueze o analizâ
care are în vedere: evaluarea performantei
angajatilor, potentialul acestora, salariile
angajatilor în comparatie cu alte organizatii,
timpul de lucru etc.

- analiza mediului extern al organizatiei -
analiza mediului extern priveste analiza
pietei fortei de muncâ, a legislatiei, a
recrutârii anumitor categorii de personal etc.

Printre avantajele procesului de
planificare putem enumera:

- evitarea excedentului sau deficitului de
personal;

-   schimbârile ce pot surveni în legâturâ cu

resursele umane, planificate sau
neplanificate, nu mai constituie o problemâ
pentru organizatiei;

- se evitâ încârcarea angajatilor cu mai multe
sarcini de îndeplinit;

- se evitâ suprapunerea sarcinilor;

Procesul de planificare a resurselor
umane implica §i anumite restrictii, §i anume:
- în practicâ, planificarea resurselor umane s-a
dovedit dificilâ si confuzâ;

- o alta problemâ întâlnitâ în practicâ este cea
a rezistentei la schimbare;

- schimbârile ce au loc la nivel economic si
social sunt ample si greu de prevâzut cu
exactitate;

- implementarea unui plan de planificare a
resurselor umane poate presupune costuri
prea mari pentru organizatie.

field knowledge and competences;

- attracting people who possess the
required aptitudes, knowledge and
competences;

- analyze human resources from a
quantitative angle, in order to anticipate
problems which may occur due to a
surplus or deficit of personnel;

- the efficiency of the personnel
exploitation;

During the planning process we can
consider the following four personnel
categories:

- available personnel;

- newly recruited personnel;

- personnel with potential;

- lost personnel.

Steps for planning human resources:

- enunciation of objectives - the process of
planning which is based on objectives
defined by the organization and the
objectives which concern human
resources are based on the organization’s
objectives;

- analysis of the present exploitation of
human resources - an analysis must be
performed, concerning the evaluation of
the performance of employees, their
potential, their salaries compared to other
organization, working hours etc.

- analysis of the environment external to
the organization - the analysis of the
external environment concerns the
market analysis of the work force, the
legislation, the recruitment of certain
personnel categories etc.

Among the advantages of the process
of planning, we may specify:

- in practice, the planning of human
resources has proven to be difficult and
confusing;

- another problem found in practice is
reluctance to change;

- the changes which occur at the economic
and social level are ample and difficult to
predict with accuracy;

- implementation of a plan for scheduling
of human resources may imply
prohibiting costs for the company.

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