evaluare etica relatii munca

8/3/2019 Evaluare Etica Relatii Munca

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RELAIILE DE MUNC

N REPUBLICA MOLDOVA

DIN PERSPECTIVA COMPANIILOR

LABOUR RELATIONS

IN THE REPUBLIC

OF MOLDOVA:COMPANIES VIEWPOINT


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RELAIILE DE MUNCN REPUBLICA MOLDOVA

DIN PERSPECTIVA COMPANIILOR

LABOUR RELATIONS

IN THE REPUBLIC OF MOLDOVA:

COMPANIES VIEWPOINT


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Studiul Relaiile de Munc n Republica Moldova din perspectivacompaniilor a aprut cu sprijinul financiar al Programului Naiunilor Unitepentru Dezvoltare i Guvernului Belgiei.

The study Labour relations in the Republic of Moldova companiesviewpoint was published with the financial support of the United NationsDevelopment Programme and Government of Belgium.

Coordonator: Expert-Grup

Redactare limba romn: Igor Guzun

English language editing: Steven Youngblood

Fotografii/Photos: UNDP/ Julie Pudlowski

Design: Ion Axenti

Opiniile exprimate n acest studiu nu reflect neaparat viziunea i politicileoficiale ale PNUD sau Guvernului Belgiei.

The opinions expressed in the study do not necessarily reflect the officialviews and policies of UNDP and Government of Belgium .


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ARGUMENT .....................................................................................................................4

INTRODUCERE ...............................................................................................................5

1. METODOLOGIE ................................................................................................ 6

2. PROFILUL COMPANIILOR PARTICIPANTE LA SONDAJ ........................7

3. PRIORITILE MANAGEMENTULUI DE RESURSE UMANE .................8

4. NCADRAREA PRIORITILOR MANAGEMENTULUIDE RESURSE UMANE N BAZA LEGAL ACTUAL ...........................19

5. NIVELUL DE COLABORARE AL COMPANIILOR

CU AUTORITILE PUBLICE ......................................................................226. POSIBILITILE DE REINERE A ANGAJAILOR

N CADRUL COMPANIILOR .......................................................................23

7. EVALUAREA ETICII MUNCII I A ATITUDINIIANGAJAILOR FA DE ACEASTA ..........................................................25

CONCLUZII ....................................................................................................................27

RECOMANDRI PENTRU AUTORITI ..................................................................29

RECOMANDRI PENTRU COMPANII .....................................................................30

ABOUT THE STUDY ....................................................................................................32

INTRODUCTION ..........................................................................................................33

1. METHODOLOGY ..........................................................................................34

2. PROFILE OF COMPANIES PARTICIPANT IN THE SURVEY ............... 353. PRIORITIES OF HUMAN RESOURCES MANAGEMENT .....................36

4. HUMAN RESOURCES MANAGEMENT PRIORITIESMEETING CURRENT LEGAL FRAMEWORK ..........................................45

5. COMPANIES COOPERATION LEVELWITH PUBLIC AUTHORITIES .....................................................................48

6. OPPORTUNITIES FOR EMPLOYEES RETENTION ...............................49

7. ASSESSEMENT OF WORKING ETHICS AND

EMPLOYEES ATTITUDE TOWARDS IT ....................................................51CONCLUSIONS .............................................................................................................53

RECOMMENDATIONS FOR THE AUTHORITIES ..................................................55

RECOMMENDATIONS FOR THE COMPANIES .....................................................56

Cuprins

Table of contents


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ARGUMENT

Studiul Relaiile de munc n Republica Moldova din perspectiva compa-niilor a fost realizat n cadrul proiectului Promovarea Responsabilitii So-ciale Corporative i constituirea Reelei Locale a Pactului Global n RepublicaMoldova, implementat de ctre Centrul Analitic EXPERT-GRUP i finanatde Programul Naiunilor Unite pentru Dezvoltare n Moldova i GuvernulBelgiei.

Reeaua Local a Pactului Global a fost constituit n Republica Moldova nnoiembrie 2006. Pentru identificarea subiectelor i problemelor de interes

major pentru companiile membre ale Reelei, EXPERT-GRUP a efectuatun sondaj, care a constatat c relaiile de munc reprezint o preocuparecontinu a companiilor. Acest studiu constituie o ncercare de a oferi maimulte informaii i idei n domeniul relaiilor de munc. Autorii studiului suntdr. Alic Brc, confereniar universitar la Academia de Studii Economice dinMoldova, i drd. Alexandru Gamanji, economist la EXPERT-GRUP. Sondajulsociologic a fost realizat de ctre compania CBS-AXA.


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INTRODUCERE

Concurena global n sectoarele de producie i servicii este din ce n ce maimare i orienteaz organizaiile spre noi aspiraii. Schimbrile contextualeridic n faa ntreprinderilor o multitudine de provocri concureniale, carele oblig s implice funciunea de resurse umane n efortul de asigurare aacestora cu un personal necesar ce le poate oferi competitivitate att peplan naional, ct i internaional.

Reorganizarea i restructurarea funciunii de resurse umane n cadrul com-paniilor solicit eforturi substaniale, prin sensibilizarea managementului

superior, precum i competene din partea persoanelor care urmeaz srealizeze acest lucru. Iat de ce unele companii au reuit s restructurezefunciunea de resurse umane, n timp ce altele se mai afl n proces de reor-ganizare.

Managementul resurselor umane poate fi influenat att de factori ai me-diului intern, ct i de factori ai mediului extern. Printre factorii interni cedetermin administrarea resurselor umane se numr predispunerea mana-gerilor superiori la reorganizarea funciunii de resurse umane, capacitile

angajailor din subdiviziunea de personal, insuficiena resurselor financiarenecesare pentru restructurarea funciunii etc. Factorii de natur extern potfi: accentuarea deficitului de specialiti pentru anumite domenii de activi-tate i profesiuni pe piaa forei de munc, progresul modest al companiilorce presteaz servicii de dezvoltare profesional continu, activitatea sindi-catelor etc.

Scopul studiului const n identificarea dificultilor cu care se confruntcompaniile n raport cu angajaii lor, analiza relaiilor de munc stabil-

ite ntre angajai i patroni, a modalitilor de soluionare a problemelorangajailor n cadrul organizaiilor, precum i examinarea modului n careaceste probleme sunt reflectate n legislaia muncii. Autorii studiului au real-izat o cercetare sociologic prin chestionare, care a cuprins 55 de companiide pe teritoriul Republicii Moldova. Chestionarul a fost adresat managerilorde resurse umane din cadrul companiilor sau patronilor, n cazul n care ncompanii nu exist o persoan responsabil de acest domeniu.

Totodat, studiul a fost efectuat din perspectiva faptului c abordarea

subiectului de management al resurselor umane la nivel macroeconomic,regional sau local i gsete explicaia n contribuia acestuia la fundamen-tarea unor decizii manageriale, guvernamentale, regionale sau locale vizndeventualele intervenii corective.


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Studiul Relaiile de munc n Republica Moldova din perspectiva compani-ilor au fost realizat n perioada mai-iunie 2007. n acest studiu autorii au ncercat s ofere o imagine a situaiei curente aresurselor umane i a administrrii acestora aa cum se prezint ea n mo-

mentul de fa. De aceea cercetarea a fost efectuat n mai multe etape:1. Pregtirile pentru procesul de cercetare. Aceast etap a inclus elab-

orarea programului de cercetare i selectarea surselor de informare mai multe ntreprinderi din Republica Moldova, diferite att dupgenul de activitate, ct i dup numrul de personal.

2. Realizarea unui focus-grup cu reprezentani ai apte companii cuscopul de a identifica elementele de baz care trebuie incluse nstudiu.

3. Elaborarea chestionarului i efectuarea studiului n teren.

4. Pregtirea i procesarea datelor primare.

5. Analiza rspunsurilor oferite de respondeni.

6. Argumentarea i formularea concluziilor i recomandrilor.

n timpul interpretrii datelor procesate, au fost utilizat o varietate largde metode de cercetare, capabile s asigure o evaluare ct mai corect asituaiei curente: deducia, inducia, analiza calitativ, sinteza, abstractizareatiinific. Aceast abordare se explic prin faptul c orice comportament alsubiecilor vieii sociale nu este condiionat doar de legile sociale obiective,ce nu depind numai de voina lor, dar i de o serie de factori subiectivi, careinflueneaz deciziile aferente administrrii resurselor umane.

1. METODOLOGIE


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Configuraia companiilor participante la sondaj se prezint n felul urmtor(figura nr.1).

Figura nr.1. Structura organizaiilor n funcie de numrulde angajai

Companiile care au participat la acest sondaj aparin unor domenii diferitede activitate. Figura nr. 2 descrie structura ntreprinderilor n funcie dedomeniul lor de activitate.

Figura nr. 2. Structura organizaiilor n funciede domeniul de activitate

2. PROFILUL COMPANIILOR

PARTICIPANTE LA SONDAJ


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n cadrul cercetrii sociologice, companiile participante la sondaj au avutposibilitatea s evidenieze, din multitudinea de activiti din domeniulmanagementului de resurse umane, maximum trei aciuni pe care acesteale consider a fi cele mai importante pentru organizaie. Tabelul nr.1 prezintactivitile din domeniul managementului resurselor umane considerate ca

fiind cele mai importante pentru companiile implicate n aceast cercetare.Organizarea personalului

(structura organizatoric, descrierea i specificaia posturilor)

Companiile din ar se afl deocamdat n proces de reajustare structurala organizaiei n general i a subdiviziunii de resurse umane, n special. Or,atunci cnd n cadrul ntreprinderii are loc o schimbare, aceasta trebuie s nceap cu organizarea personalului, analiza posturilor existente i coma-sarea lor n subdiviziuni separate pe criteriul similitudinii, elaborarea descri-erilor i specificaiilor pentru posturile respective. Anume aceasta este acti-

vitatea de baz n managementul resurselor umane, iar celelalte activitidepind de modul n care este realizat demersul respectiv.

Tabelul nr.1. Activitile din domeniul managementuluiresurselor umane considerate ca fiind cele maiimportante pentru companiile incluse n studiu

Activitile din domeniul managementuluide resurse umane

n ordinea importanei

nprimul

rnd

n aldoilea

rnd

n altreilea

rnd

Rspuns

multipluOrganizarea personalului (structuraorganizatoric, descrierea i specificaiaposturilor)

29.6% 14.8% 1.9% 46.3%

Asigurarea cu personal (planificarea, recrutareai selecia personalului)

22.2% 29.6% 5.8% 57.6%

Dezvoltarea profesional a personalului 22.2% 22.2% 17.3% 61.7%

Evaluarea performanelor profesionale 1.9% 1.9%

Recompensarea personalului 5.6% 5.6% 9.6% 20.8%

Securitatea i sntatea n munc 1.9% 9.3% 28.8% 40,0%Relaiile cu angajaii (comunicare, implicare iparticipare, relaiile cu sindicatele)

9.3% 7.4% 17.3% 34,0%

Asigurarea anselor egale 3.7% 5.6% 13.5% 22.8%

Elaborarea i reajustarea politicilor de personal 1.9% - 1.9% 3.8%

3. PRIORITILE MANAGEMENTULUI

DE RESURSE UMANE


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Asigurarea cu personal(planificarea, recrutarea i selecia personalului)

Asigurarea cu personal care cuprinde planificarea, recrutarea i selecia

constituie o prioritate pentru majoritatea organizaiilor, pentru c acesteasunt activiti relativ noi pentru specialitii din domeniul resurselor umane.De asemenea, asigurarea organizaiei cu personalul necesar (figura nr. 3),att din punct de vedere cantitativ, ct i calitativ, reprezint un obiectivstrategic ce nu poate fi neglijat. La momentul efecturii studiului, 50,0%din organizaiile respondente au menionat c au un deficit de personaln cadrul companiei, n timp ce 50,0% nu au motive de ngrijorare privindinsuficiena de resurse umane n cadrul ntreprinderii.

Figura nr.3. Categoriile de angajai de care organizaiile au nevoie

Deficitul de personal calificat este determinat de emigrarea unei pri dinpopulaia apt de munc n strintate, dar i de faptul c meseriile i profe-siile oferite de colile profesionale i polivalente nu mai sunt att de atractivepentru tineri. Totodat, dotarea tehnicio-material a acestor instituii estesub nivelul rigorilor minime de activitate, iar profilul specialitilor i califi-carea absolvenilor nu corespund cererii existente pe piaa muncii.

Dei, n ultimii ani, instituiile de nvmnt superior i colegiile au pregtitcei mai muli specialiti pentru piaa forei de munc, problema cadrelor decalificare nalt persist. O posibil cauz a situaiei ar putea fi incapacitatearesponsabililor din cadrul departamentului de resurse umane de a identificacorect specialitii cu adevrat calificai. Aceeai situaie este caracteristic ipentru managerii de nivel mediu i superior de care organizaiile duc lipsde cele mai multe ori.

Avnd n vedere c 6,7% dintre organizaiile care nregistrau un deficit de

personal aveau nevoie mai ales de personal auxiliar, putem concluzionac nu exist o colaborare cu ageniile teritoriale pentru ocuparea foreide munc. Aici, de cele mai multe ori, persoanele cu nivele de calificareinferioar sau fr o meserie/profesie solicit informaii i servicii pentru a lefacilita ncadrarea n cmpul muncii.


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Cauzele deficitului de personal sunt multiple, ns cea mai important estelipsa forei de munc cu calificarea necesar (figura nr. 4).

Figura nr.4. Cauzele deficitului de personal n cadrulorganizaiilor

Analiznd cauzele deficitului de personal, putem constata c, la etapa

actual, organizaiile solicit un standard mai nalt de profesionalism i decompetene, att fa de proprii angajai, ct i fa de potenialii lucrtori.Pe de alt parte, am putea deduce c instruirea profesional a tinerilor ninstituiile de nvmnt este realizat sub nivelul ateptrilor ntreprin-derilor. n acelai timp, exist i probleme interne ale organizaiilor, legate,n mare msur, de abilitile specialitilor din domeniul resurselor umane iale patronilor de a identifica persoanele potrivite pentru posturile vacante.O cauz distinct vizeaz nivelul salariului oferit. Astfel, deseori, potenialiicandidai accept mai degrab s plece la munc n strintate dect s lu-

creze n ar cu un salariu insuficient pentru ntreinerea familiei.

Pentru a evita deficitul de personal, organizaiile aplic diferite metode derecrutare a angajailor. Acestea sunt prezentate n figura nr. 5.

Figura nr. 5. Metodele de recrutare folosite de organizaiileparticipante la sondaj


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Prin urmare, putem observa c organizaiile din ar s-au adaptat la mediulconcurenial i contientizeaz faptul c pentru a atrage n companie celemai bune persoane trebuie s aplice simultan o multitudine de metode de

recrutare a personalului. Totodat, eficiena recrutrii n organizaie nu de-pinde doar de metodele de recrutare folosite, ci i de alte aspecte ce trebuieluate n consideraie de ctre patroni sau specialitii din domeniul resurselorumane. Printre acestea figureaz reputaia pe plan naional sau local aorganizaiei, nivelul de salarizare aplicat, avantajele nesalariale i condiiilede munc, sigurana locului de munc, posibilitile de completare a studi-ilor i formare profesional, perspectivele de dezvoltare a carierei etc.

Calitatea persoanelor angajate n cadrul organizaiei depinde n mare

msur de criteriile aplicate la selecia candidailor, ilustrate n figura nr. 6. Figura nr. 6. Criteriile de selecie a muncitorilor

Figura nr. 7 prezint criteriile de selecie aplicate de organizaii n cazulspecialitilor.

Figura nr. 7. Criteriile de selecie a specialitilor

Ierarhia criteriilor de selecie a managerilor difer de cea a criteriilor deselecie a angajailor simpli. Figura nr.8 ilustreaz frecvena criteriilor deselecie a managerilor.

Figura nr. 8. Criteriile de selecie a managerilor


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Este cert faptul c n procesul de selecie a personalului organizaiile iaun consideraie nu doar studiile, dar pun accent i pe nivelul de cunotineprofesionale. Diplomele de absolvire cu succes a studiilor sunt mai puin

relevante n ultimul timp. Acum este nevoie de un set de cunotine icompetene profesionale acceptat de ctre organizaii. Bineneles, suntcutate persoane ct mai bune din punct de vedere profesional, ns fixareaunui nivel prea nalt de calificare face mai dificil atragerea de candidai iprovoac nemulumire, atunci cnd acetia constat c abilitile lor nu suntapreciate.

Pentru a putea identifica persoanele cele mai potrivite pentru posturilevacante, organizaiile aplic diferite instrumente de selecie a candidailor,

prezentate n figura nr.9.

Figura nr. 9. Instrumentele de selecie aplicate de organizaiiledin ar pentru diferite categorii de angajai

Aadar, fiecare companie utilizeaz, n funcie de specificul activitii salei de posturile vacante, diferite instrumente de selecie a candidailor. Aicintreprinderile iau n consideraie propria politic n acest domeniu, culturaorganizaional i atitudinea managerilor superiori fa de angajarea per-soanelor noi.

n procesul de angajare a personalului, organizaiile se orienteaz spre anu-mite categorii, n funcie de politicile promovate. Figura nr. 10 exemplificcteva categorii de persoane spre care se orienteaz ntreprinderile n tim-

pul angajrii.


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Figura nr. 10. Categoriile de persoane spre care se orienteazorganizaiile n timpul angajrii

Organizaiile se orienteaz, n special, spre persoanele tinere, ns anumeacestea se confrunt cu cele mai mari dificulti la angajarea n cmpul mun-cii datorit lipsei de experien.

O problem alarmant o reprezint i diferena mare dintre cunotineleprofesionale deinute i cele solicitate de ctre organizaie, iar problema seamplific n cazul specialitilor i managerilor (figura nr. 12 i figura nr. 13).

Decalajul semnificativ dintre cunotinele profesionale pe care le posedcandidaii i cele solicitate de organizaie pentru tinerii specialiti i man-ageri trebuie s pun n gard instituiile de nvmnt care se ocup depregtirea profesional a acestora. Iat de ce la elaborarea planurilor de stu-dii i a standardelor de formare profesional instituiile trebuie s in contde doleanele ntreprinderilor care activeaz n economia real.

Figura nr.12. Deficienele pe care le au tinerii specialiti


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Figura nr. 13. Deficienele pe care le au tinerii manageri

Ct privete dificultatea de adaptare la mediul organizaiei, cu care seconfrunt mai frecvent tinerii manageri, aceasta poate fi condiionat i deresponsabilitatea mai mare pe care ei trebuie s i-o asume. n multe cazuri, eale confer o anumit doz de nencredere n activitile pe care le realizeaz.

Dezvoltarea profesional a personalului

Capitalul intelectual constituie un avantaj competitiv pentru fiecareorganizaie ce i permite s se afle n top. Este important pentru companiis-i dezvolte capaciti de a gsi, a asimila, a remunera i a pstra un capi-tal uman, format din persoane nzestrate cu cunotine i competene. n-treprinderile au nevoie de asemenea persoane, care pot s susin evoluiaunei organizaii receptive att la cerinele clienilor, ct i la oportunitilepe care le deschide dezvoltarea rapid a tehnologiilor.

Pentru a dispune de angajai bine pregtii din punct de vedere profesional,companiile trebuie s aloce resurse financiare suficiente pentru dezvoltareacunotinelor i abilitilor profesionale ale propriului personal (figura nr. 14).

Figura nr.14. Aprecierea surselor financiare alocate pentruinstruirea angajailor

INSUFICIENTE SUFICIENTE

2.0% 9.8% 21.6% 23.5% 15.7% 27.5%

Att managerii de resurse umane, ct i patronii contientizeaz, n maremsur, nivelul redus al surselor financiare folosite pentru instruireaprofesional a angajailor. n acest caz, este necesar respectarea legislaiei

n vigoare, care prevede alocarea a cel puin 2% din fondul de salarizare pen-tru instruire.

Exist mai multe cauze pentru care organizaiile ce ofer puine fonduribneti pentru instruirea angajailor (figura nr. 15).


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Figura nr. 15. Cauzele care determin alocarea insuficient asurselor financiare pentru instruirea angajailor

Analiza figurii nr. 15 ne permite s concluzionm c n multe cazuri (peste

50%) instruirea profesional nu reprezint o prioritate pentru companii, fi-ind nclcat n acelai timp i legislaia n vigoare n materie de instruire.

Pentru a reduce cheltuielile, instruirea profesional se desfoar de cele maimulte ori n cadrul organizaiei. De obicei, muncitorii sunt cei care au fost celmai frecvent instruii la ntreprindere, aceasta fiind considerat metoda ceamai eficient (figura nr. 16).

Figura nr.16 Locul desfurrii instruirii profesionale a propriilor

angajai

Avnd n vedere c instruirea profesional pentru toate categoriile deangajai este realizat n principal pe teritoriul Republicii Moldova, ar fi opor-tun s cunoatem care este nivelul de dezvoltare al pieei educaionale ndomeniul instruirii profesionale continue. Acest nivel poate fi determinat de

organizaii n funcie de calitatea serviciilor educaionale oferite de centrelespecializate de instruire profesional. Dei piaa educaional din ar ndomeniul instruirii profesionale continue se afl ntr-o etap de dezvoltare,fr a cunoate o anumit maturitate, organizaiile participante la sondaj auformulat un diagnostic al acesteia (figura nr. 17).


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Evalurile companiilor relev c piaa educaional n domeniul instruiriiprofesionale continue este n proces de formare, ceea ce nu ne permite svorbim despre un nivel nalt de dezvoltare al acesteia. Organizaiile nu sunt

pe deplin mulumite de actualii actori care activeaz pe aceast pia, iarapariia de noi actori n domeniu va fi doar n folosul ntreprinderilor ben-eficiare. Fenomenul va conduce, n primul rnd, la sporirea concurenei ntre organizaiile prestatoare de astfel de servicii, iar, n al doilea rnd, lambuntirea calitii serviciilor prestate, centrate pe client.

Figura nr. 17. Nivelul de dezvoltare al pieei educaionale ndomeniul instruirii profesionale continue

Nivelul de dezvoltare al pieei educaionale n domeniul instruirii profesio-

nale continue poate fi determinat i de calitatea programelor de instruireprofesionale, oferite de centrele specializate de instruire din Republica Mol-dova (figura nr. 18).

Figura nr. 18. Evaluarea calitii programelor de instruireprofesional oferite de centrele specializatede instruire

Remarcm c nivelul calitativ al programelor de instruire profesionalcontinu, propuse de centrele specializate, nu este chiar cel mai bun.

Dimpotriv, n unele situaii, las mult de dorit. n acest caz, centrele speciali-zate n instruire continu a angajailor trebuie s plece, n procesul de elabo-rare a programelor de instruire, de la cerinele i doleanele ntreprinderilor-client, identificnd, totodat, problemele cu care acestea se confrunt nadministrarea organizaiei.


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Instruirea profesional continu conduce la sporirea productivitii muncii,la creterea calitii produselor i a serviciilor oferite etc. (figura nr. 19).

Aadar, instruirea profesional are efecte benefice asupra evoluiei ulterio-are a organizaiei. De aceea, managementul superior al ntreprinderilor tre-buie s acorde o atenie deosebit acestui subiect i s ncerce s gseascposibiliti de sporire a surselor financiare n aceast sfer de activitate,lund n calcul avantajele pe termen lung.

Figura nr. 19. Beneficiile obinute de organizaii n urmainstruirii profesionale continue a angajailor

Prioriti ignorate

Putem constata c organizaiile acord puin atenie activitii de evalu-are a performanelor, ceea ce este inadmisibil n condiiile economieiconcureniale, unde performana este elementul care face diferena ntre

companii i asigur competitivitatea lor n raport cu alte ntreprinderi. Acestelement trebuie luat n considerare att la stabilirea salariului, ce permitedepartajarea veniturilor ntre angajai n funcie de performan, ct i laavansarea acestora pe scara profesional.

Printre prioritile mai puin importante se situeaz recompensarea per-sonalului, securitatea i sntatea personal n procesul muncii, relaiile icomunicarea cu angajaii, implicarea i participarea, precum i asigurareaanselor egale pentru toi angajaii. De asemenea, companiile acord mai

puin nsemntate activitii de elaborare i reajustare a politicilor de per-sonal. Aceasta ne permite s concluzionm c organizaiile nu dispun depolitici sectoriale elaborate n domeniul managementului de resurse umane,care s constituie baza administrrii angajailor n cadrul organizaiei.


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4. NCADRAREA PRIORITILOR

MANAGEMENTULUI DE RESURSEUMANE N BAZA LEGAL ACTUALLegislaia muncii este unul din aspectele-cheie care reglementeazprioritile companiilor n domeniul raporturilor de munc. Practica din Re-publica Moldova, confirmat i de rapoartele anuale ale Inspeciei Muncii,demonstreaz c multe companii se confrunt cu dificulti privind respec-tarea i interpretarea legislaiei muncii. Ca urmare, sunt nclcate normele

legale cu privire la contractul individual de munc (neperfectarea acestuia),durata timpului de munc (depirea duratei legale a timpului de munc),salarizarea (mrimea salariului este inferioar cuantumului minim stabilit destat), securitatea i sntatea muncii (prestarea muncii n condiii de risc pro-fesional sporit) etc.

n contextul stipulrilor din Codul Muncii, prezentm n figura nr. 20 atitudi-nea companiilor fa de sindicatul organizaiei.

Observm c, n linii mari, jumtate din companii au o atitudine bun fade sindicate, fiindc acestea particip mpreun cu administraia la elabo-rarea deciziilor legate de raporturile de munc. Atitudinea mai puin bun(n realitate chiar ostil) fa de sindicatul unitii se explic prin condiiilenefavorabile de munc existente n cadrul organizaiilor, precum i prinremunerrile mici etc. Bineneles c apariia organului sindical n cadrul n-treprinderilor ar intensifica responsabilitile administraiei pentru person-alul organizaiilor. Cu regret, multe companii nu doresc s-i asume acesteresponsabiliti. Iar lipsa atitudinii fa de sindicatul unitii este motivat

pur i simplu de inexistena organului sindical. Deci, n multe cazuri, deciziileprivind raporturile de munc ntre patron i angajai sunt adoptate unila-teral, ceea ce influeneaz negativ condiiile de munc, stimularea material,programul de munc etc.

Figura nr. 20. Atitudinea fa de sindicatele din cadrul organizaiilor


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Una dintre problemele cu care se confrunt companiile la realizareaprioritilor n domeniul managementului de resurse umane este angajarean cmpul muncii, contrar cadrului legal, a persoanelor cu vrsta pn la 18

ani (figura nr. 21). n general, companiile nu sunt interesate s angajeze, celpuin sezonier, elevi sau studeni, chiar dac resimt o lips acut de munci-tori permaneni. Cauza principal formulat de companii este c minorii nupot fi sancionai pentru nclcarea legislaiei muncii i c productivitateamuncii acestora este sczut. Totodat, studenii sunt mai solicitai dectelevii, iar cele mai multe oferte sunt pentru biei. Adolescenii sunt angajaicel mai frecvent n unitile comerciale i de alimentaie public.

Figura nr. 21. Numrul companiilor n care exist persoaneangajate cu vrsta pn la 18 ani

Figura nr. 21 demonstreaz c, dei companiile afieaz o pruden fa de

persoanele cu vrsta sub 18 ani, tinerii respectivi sunt angajai n diferiteposturi. Pe de alt parte, administraia ntreprinderilor trebuie s manifesteo atenie sporit pentru condiiile de munc ale adolescenilor, datoritvulnerabilitii sporite a acestora fa de cunoaterea legislaiei muncii i aspecificului activitilor de producie.

Motivele angajrii persoanelor minore sunt ilustrate de figura nr. 22. Prin-cipala concluzie vizeaz faptul c, angajnd minori, companiile nu ncheiecu ei contracte de munc i deci nu pltesc la bugetul de stat contribuii

de asigurri medicale, asigurri sociale, impozite etc. Iar lund n calcul cminorii nu cunosc legislaia muncii, organizaiile nu-i asum practic nici oobligaie, spre deosebire de situaia n care ar ncheia un contract de munc.

Cu toate acestea, ntreprinderile sunt ameninate i de riscuri. Angajarea mi-norilor n lipsa personalului calificat pentru posturile respective conduce laexecutarea sarcinilor de munc la un nivel inferior obligaiilor funcionaledin cauza lipsei cunotinelor i aptitudinilor profesionale; sporirea riscurilorde producere a accidentelor de munc datorit nivelului slab de pregtiresau lipsei acesteia n domeniul securitii i sntii muncii; tensionarea cli-matului moral-psihologic n rndul colegilor datorit stereotipului, conformcruia minorii nu sunt cei mai potrivii pentru postul respectiv, cci trebuiesupravegheai n permanen, perturbnd executarea sarcinilor de munc acelorlali colegi.


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Figura nr. 22. Motivele angajrii persoanelor minore n cadrulcompaniilor

Argumentul angajrii minorilor prin demonstrarea competenelor profe-sionale solicitate de organizaie pare s fie unicul argument plauzibil, care

merit a fi luat n calcul. Pn la urm, totul depinde de specificul sarcinii demunc ncredinat minorului. De exemplu, nu poate fi comparat profesiade chelner cu cea de lctu etc.

n acest context, majoritatea companiilor consider c legislaia muncii esteneclar. Confuziile se refer la:

art. 142, p.5 al Codului Muncii al Republicii Moldova plata integrala salariului soului, soiei, copiilor majori sau prinilor defunctului

art. 244 rspunderea pentru nclcarea normelor de protecie a

muncii.

Simultan, foarte multe propuneri se axeaz pe minimizarea impozitului pevenit al persoanelor fizice; reducerea plilor de asigurri sociale i asigurrimedicale; modificarea legislaiei cu privire la concediere simplificarea proce-durii de concediere (modificarea art. 86 al Codului Muncii al Republicii Moldo-va); contractele individuale de munc i carnetele de munc (art. 66 al CoduluiMuncii); vrsta de pensionare; bugetul asigurrilor sociale de stat i salarizare.Unele propuneri se refer la:

elaborarea i implementarea normelor privind instruirea angajailorpentru a-i menine n continuare n cadrul companiei

anularea normelor n vigoare privind femeile nsrcinate

stabilirea perioadei de prob de pn la maximum o lun

perfecionarea i imprimarea unui caracter unitar Codului Fiscal cuscopul excluderii interpretrii voluntare a legislaiei fiscale de ctreinspectoratele fiscale.

Desigur, merit atenie propunerea cu privire la reducerea impozitului pevenitul persoanelor fizice. Cu regret, contrar aceste propuneri, MinisterulFinanelor a naintat n luna mai 2007 spre examinare Guvernului scalaprogresiv de impozitare a veniturilor persoanelor fizice pentru anul 2008,care, n opinia noastr, nu corespunde necesitilor pieei muncii din ar.Afirmaia noastr este susinut de faptul c statele care aplic scale pro-


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gresive de impozitare au un nivel de dezvoltare economic mult mai naltdect Republica Moldova, iar fundamentul societii l constituie clasa demijloc, care este majoritar. Ca urmare, diferenierea veniturilor permite

impozitarea preferenial a lor, respectnd astfel echitatea social. n acestcontext, este ridicol s credem c venitul anual al unui angajat din Repub-lica Moldova, depind 25201 lei (2100 lei lunar) i impozitat la cota de18%, poate fi compatibil cu remunerarea muncii clasei de mijloc. De aceea,Confederaia Naional a Sindicatelor din Republica Moldova trebuie sinflueneze, prin prghiile de care dispune, posibila hotrre a Guvernuluiprivind introducerea scalei progresive de impozitare.

n cea ce privete reducerea plilor n bugetul asigurrilor sociale de stat,aceasta este o problem foarte dureroas, att pentru companii, ct ipentru stat. Problema are la baz cauze multiple interdependente: crizademografic cauzat de plecarea masiv peste hotare a populaiei aptede munc, funcionarea nesatisfctoare a sectorului real al economiei etc.Volens-nolens, datorit sporirii continue a numrului de pensionari, presiu-nea asupra bugetului asigurrilor sociale de stat crete cu fiecare an, chiardac lum n calcul cuantumul actualelor pli. Majoritatea rilor lumii seconfrunt i ele cu asemenea situaii.

Totodat, considerm c nu toate propunerile nominalizate de companiile

participante la sondaj sunt fundamentate. Astfel, procedura de concediereeste destul de clar, deoarece stipuleaz concret situaiile de concediere. Deaceea, nu este real simplificarea, de exemplu, a art. 86, 87, 88 ale Codu-lui Muncii al Republicii Moldova pn la doar cteva cazuri de concediere,fiindc aceasta ar crea o stare ambigu ce poate complica i mai mult pro-cedura de concediere. Prin analogie, anularea prevederilor legislaiei munciicu privire la femeile nsrcinate este n contradicie cu drepturile fundamen-tale ale omului, stipulate de legislaia naional (art. 43, p.2 i art. 50, p. 1ale Constituiei Republicii Moldova, art. 76, lit.a) al Codului Muncii) i cea

internaional, la care Republica Moldova este parte.


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5. NIVELUL DE COLABORARE AL

COMPANIILOR CUAUTORITILE PUBLICEInformaiile colectate prin intermediul focus-grupurilor (premergtoaresondajului) au atestat un nivel limitat de colaborare ntre companii iautoriti. Caracterul lipsit de punctualitate al autoritilor, utilizarea unui stilrece, iar uneori ostil, agresivitatea verbal, centrarea predilect pe sanciunii operarea cu aprecieri negative, lipsa de nelegere fa de problemele

companiilor i necesitile lor de dezvoltare etc. acestea sunt principaleledificulti care apar n relaia dintre autoriti i administraia companiilor. nacelai timp, companiile sunt nemulumite de controalele frecvente efectu-ate de autoriti.

Majoritatea reprezentanilor companiilor declar c anume corupia ibirocraia sunt obstacolele de baz n stabilirea unui dialog eficient cu organ-ele administraiei publice centrale i locale. n aceast situaie, colaborareaeste mai mult formal. De regul, obieciile companiilor sunt mai degrab

trecute cu vederea de ctre autoriti. n context, companiile consider cnu pot participa n mod real la elaborarea legislaiei muncii, fiscale etc.

Totodat, lipsa unei cooperri ntre companii i autoriti este confirmat denemulumirile ntreprinderilor vis-a-vis de controalele frecvente din parteaorganelor de stat, Inspeciei Muncii, Centrului pentru Combaterea CrimelorEconomice i Corupiei, Serviciului Sanitaro-Epidemiologic de Stat, Ser-viciului Pompieri, Serviciului Standardizare i Metrologie. Pe de alt parte,lipsa colaborrii este confirmat i de rapoartele Inspeciei Muncii, care

menioneaz interzicerea i nedorina patronilor de companii de a oferi ac-ces controlorilor pe teritoriul ntreprinderilor.

Astfel, majoritatea companiilor au reiterat poziia lor, potrivit creiasoluionarea celor mai importante probleme educaionale, ale sistemu-lui de asigurri sociale, ale salarizrii etc. este imposibil fr participareareprezentanilor lumii de afaceri, care ar putea influena politicile guverna-mentale. Iar pentru atingerea acestui obiectiv este necesar o deschideremai mare att din partea autoritilor, ct i din partea companiilor, fapt ce

ar asigura schimbarea accentului de pe controale i sanciuni pe o colabo-rare constructiv pe termen lung.


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Situaia economic n care se afl companiile din Republica Moldovadetermin apariia frecvent a unor nemulumirilor legate, n special, defluctuaia mare a angajailor. Astfel, n condiiile unei concurene crescnden afaceri, pentru orice organizaie este dificil s-i pstreze colaboratorii, frca acetia s plece la alt serviciu. Succesul unei organizaii este determinat n

mod vital de gsirea metodelor noi de reinere i stimulare a colaboratorilor,pentru a-i convinge s nu aleag disponibilizarea.

n acest context, majoritatea companiilor participante la sondaj au declaratc ntreprind mai multe msuri pentru meninerea propriilor angajai: leofer salarii mai mari, premii, condiii de munc mai bune, organizeazodihna i srbtorile personalului, le asigur oportuniti de pregtire iperfecionare profesional etc. Totodat, unele companii ncearc aplicareaprincipiilor managementului participativ, asigurarea medical, acordarea

creditelor fr dobnzi, salariul al 13-lea, transportul la locul de munc, viz-ite pentru schimb de experien, respectarea legislaiei muncii, precum idesfurarea concursurilor Lucrtorul anului, Lucrtorul lunii.

Salariul reprezint principala surs de venit pentru majoritatea persoanelorangajate n cadrul unei organizaii. De aceea, muli angajai prefer salariistabilite la un nivel care s permit un trai decent att lor personal, cti familiei. n condiiile economiei concureniale, salariul are un caractermai flexibil, n sensul c poate fi stabilit individual pentru fiecare anga-

jat, innd cont, n acelai timp, de legislaia n vigoare i asigurarea uneiechiti n fixarea salariului. Salariile pot fi decise individual de ctre pa-tronul organizaiei, sub forma de salarii personalizate pentru manageriisuperiori ai organizaiei sau n urma negocierilor dintre patron i sindicatulorganizaiei ori conform tarifelor salariale stabilite de legislaia n vigoareetc. n figura nr. 23 este prezentat mecanismul de fixare a salariului n com-paniile participante la sondaj.

Politica de salarizare elaborat de organizaie trebuie s aib n vedere i

salariile practicate de ntreprinderile concurente. n cazul n care nu se vaine cont de acestea, aplicnd salarii mai mici, s-ar putea ntmpla ca peste oanumit perioad de timp organizaia s se confrunte cu probleme majorelegate de fluctuaia personalului.

6. POSIBILITILE DE REINERE

A ANGAJAILOR N CADRULCOMPANIILOR


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Figura nr. 23. Mecanismele de stabilire a salariilor n cadrulorganizaiilor

n prezentul studiu ne-am propus s identificm criteriile pe care companiilele consider cele mai importante i pe care le aplic la fixarea salariilor pen-tru angajai. Tabelul nr. 2 citeaz aceste criterii.

Prin urmare, salariul face obiectul discuiilor permanente ntre angajaii patroni i obiectul nemulumirilor din partea salariailor. ns, pentrua evita toate suspiciunile cu privire la modul de stabilire a salariului estenecesar definirea clar, de comun acord cu salariaii, a tuturor criteriilor

care sunt luate n consideraie i apoi informarea personalului despreconinutul acestora.

Tabelul nr. 2. Criteriile luate n consideraie la fixarea salariilor

Criteriile

n ordinea importanei

n primulrnd

n al doilearnd

n al treilearnd

Performana n munc 58.5% 22.6% 15.7%

Vechimea n munc 9.4% 26.4% 17.6%

Complexitatea i dificultateapostului de munc

20.8% 26.4% 21.6%

Abaterile disciplinare 5.7% 9.8%

Nivelul de participare la luareadeciziilor

11.3% 11.3% 25.5%

Salariile organizaiilorconcurente

7.5% 9.8%


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Etica de munc este pentru mai multe companii etalonul care trebuie respec-tat de ctre toi angajaii. Cu regret, cele mai multe probleme legate de acestaspect apar, de regul, printre angajaii tineri (figura nr. 24). Este alarmantfaptul c tinerii muncitori nu posed un devotament fa de munc, confir-mat de 52,2% din companiile respondente. Organizaiile atest n rndurile

tinerilor angajai o indiferen tot mai mare fa de munc i o nedorin deasumare a angajamentelor. Pe de alt parte, lipsa devotamentului fa demunc poate fi explicat i prin faptul c tinerii muncitori sunt, de obicei,angajaii cei mai slab pltii din structura salarial a ntreprinderilor.

De asemenea, la fel de important este i nivelul de cultur general, care areimplicaii deosebite asupra comportamentului n timpul muncii a angajailortineri. Atunci cnd nivelul de cultur general este nesatisfctor, manage-mentul companiei se confrunt cu dificulti de administrare.

Figura nr. 24. Deficienele tinerilor muncitori

Atitudinea nepotrivit fa de etica muncii determin apariia mai multorsituaii de conflict. Acest fapt devine mai evident n cazul angajailor cuperformane slabe, abateri disciplinare, generatoare de conflicte etc.

Din figura nr. 25 constatm c, n cazul acestor angajai, o bun parte dincompanii recurg la msuri disciplinare (avertisment, mustrare), n corespun-dere cu prevederile art. 206 al Codului Muncii, fapt apreciat ca promitor, celpuin din punct de vedere juridic. Concedierea este, pentru mai mult de 1/3

din companii, cea mai rapid i universal sanciune disciplinar. Desigur,aceast msur poate fi mai des aplicat, n special, n cazul posturilor dernd (ofer, hamal etc.). Ct privete posturile de calificare nalt sau de con-ducere, companiile trebuie s fie foarte prudente, deoarece exist i msurialternative: fie mustrare (dac este pentru prima dat) sau altele.

7. EVALUAREA ETICII MUNCII

I A ATITUDINII ANGAJAILORFA DE ACEASTA


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Figura nr. 25. Msurile ntreprinse de ctre companii n raport cuangajaii care au o atitudine negativ i nepotrivitfa de munc

Subliniem c, de exemplu, dac este vorba de postul unui top-manager,atunci realizarea unor msuri la adresa lui va fi destul de complicat, deoarece

chiar statutul acestuia solicit o atitudine mult mai calm i binevoitoare, ncomparaie cu postul de sudor, tmplar etc. Situaia se explic prin faptul cpe piaa muncii din Republica Moldova exist un deficit sporit de specialitide nalt calificare. Ca rezultat, este uor s concediezi un top-manager i estefoarte dificil s angajezi altul: top-managerul nu este o persoan pe care oputem telefona, apoi stabili imediat o ntrevedere cu ea, ca peste o zi s o ve-dem angajat la serviciu. Totodat, retrogradarea sau suspendarea temporardin funcie sunt msuri cu un puternic impact psihologic, care demotiveazenorm angajatul s activeze n continuare n cadrul companiei, determinn-du-l indirect s se simt njosit n ochii colegilor, pentru ca, pn la urm, s

prseasc voluntar compania. De aceea, pentru reducerea probabilitii dencadrare n munc a angajailor-problem, Departamentul de Resurse Umanetrebuie s depun un efort major pentru identificarea acestora, ncepnd cucitirea CV-urilor (n situaia top-managerilor verificarea, n caz de necesitate,a motivelor pentru care a prsit prea des locurile de munc anterioare) incheind cu interviul de selecie i testele psihologice.

Pentru crearea unei atitudini pozitive fa de munc, o parte din compa-nii au aplicat mai multe practici, apropiate conceptului de responsabilitatesocial corporativ, n special privind drepturile omului i standardele de

munc (tabelul nr. 3).Tabelul 3. Aplicarea practicilor de responsabilitate social

corporativ

Aciuni concrete n favoarea angajailor

Oferirea ajutorului tinerilor pentru integrarea n mediul profesionali obinerea experienei n domeniu

perfectarea contractelor de munc cu specificarea sistemului de motivare srbtorirea zilei de fondare a companiei respectarea drepturilor angajailor neadmiterea muncii copiilor contract de munc semnat, favorabil angajatului.

Considerm c aciunile menionate au o perspectiv mult mai optimist, fiindcele contribuie la crearea unei atitudini bune fa de munc, constituind totodatmsuri motivatorii care vor fi cruciale pentru succesul pe pia al companiilor.


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CONCLUZIIAnaliza aspectelor principiale privind raporturile de munc n cadrul com-

paniilor a determinat formularea urmtoarelor concluzii:

1. Personalul Departamentului de Resurse Umane nu dispune ntot-deauna de un nivel de pregtire profesional necesar n acest do-meniu, care s corespund rigorilor economiei de pia. O partedin angajaii departamentului sunt chiar specialiti n domeniulprogramrii, dar nu al resurselor umane.

2. Activitatea Departamentului de Resurse Umane deseori se reducela nregistrarea angajailor i mobilitii lor n cadrul ntreprinderilor.Ca urmare, sunt realizate superficial, iar uneori sunt ignorate analizaresurselor umane i valorificarea lor optimal, evidena cu privirela nivelul de studii i calificare, stagiul de munc, structura person-alului dup vrst (aceste date pot fi gsite doar n fia personal afiecrui angajat) i, implicit, previziunea necesarului de personal.

3. Prioritile managementului de resurse umane ale majoritii com-paniilor rmn cu mult n urm fa de principiile economiei depia. Neincluderea n lista de prioriti a unor domenii-cheie pre-cum elaborarea i reajustarea politicilor de personal (etap care,de fapt, trebuie s constituie fundamentul administrrii personalu-

lui) sau recompensarea i evaluarea performanelor personaluluidiminueaz din start nivelul de eficien al managementului i re-zultatele activitii economice.

4. Fiecare a doua companie se confrunt cu un deficit de personalcalificat (muncitori i specialiti), datorit emigrrii unei bune pria acestuia peste hotare, dar i necorespunderii dintre pregtireaprofesional din colile profesionale polivalente sau universiti iexigenele crescnde ale companiilor. Este ridicol, ns absolveniiuniversitilor sunt mai slab calificai dect cei ai unor cursuri spe-

cializate. Astfel, aceti posesori de licene au dificulti serioase laangajare. Prin urmare, diplomele de licen, dei certific o anumitspecialitate, sunt de multe ori luate n seam de ctre angajatori abiadup rezultatele seleciei. Dificultile reflect eficiena redus asistemului de nvmnt preuniversitar, secundar profesional i uni-versitar. Nu exist o colaborare, att ntre instituiile de nvmnt,ct i ntre instituiile de nvmnt i companii pentru a stabili an-umite prioriti privind programele de instruire profesional. Lipsaorientrii profesionale a tinerilor, ncepnd cu ncheierea studiilor

gimnaziale, este o dovad n plus a acestei situaii. Ca urmare, mulitineri sunt derutai atunci cnd ncearc s aleag viitoarea speciali-tate, conform aspiraiilor, intereselor, dezvoltrii fizice i intelectuale.n plus, programele de studii neadecvate i starea tehnico-materialmodest a multor instituii nu permit combinarea armonioas ateoriei cu practica.


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5. Nivelul de dezvoltare al pieei educaionale din Republica Moldova n do-meniul instruirii profesionale continue este, deocamdat, nesatisfctor.

Situaia se explic prin existena unui numr restrns de centre spe-

cializate de instruire, care dein practic toat piaa. Astfel, lipsa uneiconcurene sntoase favorizeaz calitatea inferioar a programelor de

instruire oferite companiilor de aceste centre (30% din companii au acor-dat programelor note negative, iar 38% note de 5 i 6).

6. Politica de remunerare a muncii n cadrul companiilor ia n calcul sta-bilirea mrimii salariului n funcie de performana n munc i difi-cultatea sau complexitatea postului. Din pcate, aceste dou criterii,nominalizate de companii, nu sunt respectate ntotdeauna. Astfel,exist cazuri n care angajaii cu o performan n munc superioar

i un post cu o dificultate i complexitate nalt (de exemplu, ageniicomerciali, supervizorii etc.), fiind salarizai n remiz sau conformmetodei mixte de salarizare, nu pot pretinde la sporirea salariului,chiar n situaia depirii continue a plafoanelor stabilite de ctrepatron. n rezultat, 63,3% din companii au menionat c mrimeasalariului este cea mai frecvent nemulumire a angajailor. Aceastaconduce la demotivarea n munc i nu se ncadreaz n nici un fel nprincipiile sistemelor de salarizare similare din rile dezvoltate.

7. Organizaia sindical deine o funcie pur simbolic n cadrul com-paniilor, deoarece doar fiecare a doua companie a declarat c dis-pune de sindicate. ns ele lucreaz formal i n realitate reprezintinteresele patronului, nu ale salariailor. Astfel, sindicatelor din fiec-are a doua ntreprindere activeaz n funcie de indicaiile patro-nilor. Aceasta se explic att prin necunoaterea de ctre salariai adrepturilor i obligaiilor sindicatelor i ale membrilor si, ct i prinnedorina angajailor (de frica pierderii locului de munc) de a uti-liza prghiile oferite de sindicate pentru soluionarea problemelorprivind condiiile de munc, salarizare etc.

8. Companiile se confrunt cu anumite dificulti legate de tinerii

angajai. n primul rnd, este vorba de lipsa devotamentului fa demunc a acestora, o problem ce preocup att organizaiile n par-ticular, ct i societatea n general. Tinerii de astzi doresc s activezedoar n schimbul unor salarii pe care organizaiile nu le pot oferi.

9. Statul nu depune eforturi pentru realizarea unei colaborri pe ter-men lung cu companiile privind legislaia ce reglementeaz rapor-turile de munc, n special, salarizarea personalului i asigurrilesociale, din perspectiva anselor de dezvoltare a acesteia (aplicareaunei metodologii interactive transparente, centrate pe aplicaii

practice i comunicarea deschis ntre pri).


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RECOMANDRI PENTRU

AUTORITI1. Reajustarea structurii i coninutului programelor de studii liceale,

secundare, profesionale i universitare n conformitate cu exigenelecompaniilor i ale pieei muncii, ameliorarea strii tehnico-materia-le a instituiilor de nvmnt pentru a stimula deschiderea ctrecunoatere, asimilarea mai uoar i mai exact a cunotinelor iabilitilor necesare tinerilor specialiti.

2. Raionalizarea plafonrii numrului de studeni cu profil tehnic,innd cont de posibilitatea atragerii investiiilor n domeniu, capa-bile s racoleze absolvenii specialitilor de profil.

3. Studierea celor mai avansate practici mondiale n domeniul salarizriii administrrii pensiilor n scopul stabilirii att a unor cuantumurireale ale salariilor, ct i a minimizrii presiunii asupra bugetuluiasigurrilor sociale de stat, format din transferurile crescnde alecompaniilor. De asemenea, este necesar stimularea creterii eco-nomice prin investirea sumelor acumulate n economie, crearea denoi locuri de munc, reducerea omajului (reforma pensiilor ajut la

o reform a pieei muncii) i dezvoltarea pieelor de capital.

4. Desfurarea cursurilor de perfecionare profesional pentrufuncionarii publici n scopul sporii capacitii de implementare alegislaiei muncii n teritoriu.

5. Stimularea participrii administraiei companiilor (patroni, man-ageri, specialiti ai Departamentului de Resurse Umane) la cursuride perfecionare profesional n domeniul managementului deresurse umane, cu studierea aprofundat a domeniilor prioritare,

aferente acestuia, innd cont de experiena mondial.6. Instituirea unor rigori mai nalte fa de standardele de calitate ale

centrelor educaionale specializate n pregtirea profesional aconductorilor i specialitilor din cadrul companiilor.

7. Iniierea mai activ de ctre autoriti a unor aciuni comune (par-ticiparea la ntlniri oficiale, foruri specializate etc.).


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RECOMANDRI PENTRU

COMPANII1. naintarea propunerilor de perfecionare a legislaiei muncii

(menionate la p. 20) prin intermediul Confederaiei Naionale aPatronatelor din Republica Moldova, Asociaiei Micului Business,Confederaiei Naionale a Sindicatelor i altor structuri din care facparte companiile.

2. Organizarea unor conferine de pres, mese rotunde, aciuni de pro-movare n spiritul conceptului de responsabilitate social corporativ,pentru a atrage atenia celorlali actori sociali (autoriti, mass-me-dia, universiti, societatea civil) asupra decalajului dintre calitateastudiilor pe care le obin tinerii specialiti i exigenele reale alecompaniilor.

3. Preluarea de la parteneri de peste hotare a bunelor practici priv-ind prioritile managementului resurselor umane, cu extinderearelaiilor de colaborare existente, inclusiv prin stagii n strintateale managerilor i specialitilor n domeniul administrrii resurselorumane.

4. ncheierea contractelor de colaborare ntre companii i instituiile denvmnt, n vederea desfurrii ulterioare a stagiilor de practicde ctre studeni i abilitarea unor persoane concrete din parteacompaniilor pentru a facilita desfurarea practicii. Aceste msuri arfavoriza angajarea ulterioar a absolvenilor interesai s-i continueactivitatea profesional n cadrul companiilor respective, dup cumse procedeaz n Occident.

5. Crearea unei atitudini pozitive fa de munc, ncepnd cu selecia

transparent a cadrelor profesionale, motivarea pe parcursul perioa-dei de ncercare i continund cu relaiile de comunicare eficiente,respectiv, feed-back-ul ntre administraie i angajai.


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LABOUR RELATIONS

IN THE REPUBLIC OF MOLDOVA:

COMPANIES VIEWPOINT


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ABOUT THE STUDY

This study was performed as part of the project, Promotion of the Social Cor-porate Responsibility Promotion and Local Network of the Global Pact estab-lishment in the Republic of Moldova, implemented by the Expert-Grup think-tank and financially supported by the UNDP Moldova.

The Local Global Compact Network was established in the Republic of Moldovain November, 2006. In order to identify themes and issues of major interest forthe Network members, Expert-Grup undertook a survey which showed thatlabour relations represent a continuous concern for companies. The study is anendeavour to offer more information and ideas on this issue. The authors of this

study are Dr. Alic Brca, University Lecturer at ASEM, and PhD Fellow AlexandruGamanji, economist at the Expert-Grup. The sociological study was carriedout by the CBS-AXA Company.


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INTRODUCTION

Global competition in the production and service sectors is continuously in-creasing, pushing organizations towards new ideas and goals. Situationalchanges cause enterprises a great number of competitive challenges. Thesechallenges require companies to use human resources management in an ef-fort to provide themselves the necessary staff to ensure their competitivenessboth at the national and international levels.

Reorganization and restructuring of human resources management requiresvital efforts to make administrative bodies sensitive to HR needs and the per-sonnel required to facilitate change. Thus, some companies have been success-

ful in restructuring human resources management, while others are still in theprocess.

Human resources management can be influenced by both internal and exter-nal environmental factors. Internal factors that can influence human resourcesmanagement include readiness of top management to recognize human re-sources, the abilities of employees in the personnel department, and the avail-ability of financial resources necessary for restructuring. External factors caninclude the increasing lack of specialists for some professions in the labourmarket, an incomplete development of companies that provide continuous

professional development services, trade-union activity, etc.

The purpose of this study is to identify problems faced by companies in theirrelationships with employees, work relationships between employees andemployers, solutions to employees problems inside an organization, as wellas problems in labour laws. The authors of this study conducted sociologicalresearch using questionnaires. The study involved 55 companies from through-out the Republic of Moldova. The questionnaire was addressed to human re-sources managers from companies or directly to owners when companies didnot have a designated HR director.

The study also discussed human resources management at a macroeco-nomic region-based or local-based level, since macroeconomic factorscan be used to strengthen administrative, government, region-based orlocal-based HR intervention decisions.


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This study was conducted in May-June 2007.In this study, we tried to discover the current status of human resources and HRmanagement. That is why the research was conducted in several phases:

1. Preparation for the research process. This phase included draft-ing the research program and selecting information sources the

number of enterprises from the Republic of Moldova, which wereselected for differences in what they did and the size of their staffs;

2. Focus-group formation with representatives from 7 companies,aimed to identify the most important elements to be measured inthe study;

3. Drafting the questionnaire and performing the field study;

4. Preparing and processing primary data;

5. Analysis of the surveyed companies responses;

6. Conclusions and formulating recommendations.

In the interpretation of processed data, we used a large variety of researchmethods to ensure a more valid evaluation of the present-day situation. Thesemethods included deduction, induction, qualitative analysis, synthesis, and thescientific abstraction process. These many methods were employed becauseindividual behaviour is influenced not only by objective social laws, but alsoby a series of subjective factors which influence decisions in human resourcesmanagement.

1. METHODOLOGY


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The following types of companies participated in the study: (figure no.1)

Figure no.1. The structure of companies by number of employees

The surveyed companies include everything from utilities to agriculture. (fig-ure no.2).

Figure no.2. Structure of the companies by area of activity

2. PROFILE OF THE COMPANIES

WHICH TOOK PART IN THESURVEY


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During the sociological research, participating companies had the option tochoose three HR activities they considered most important for their company.In table no.1, those prioritized activities are listed.

Staff organization (organizational structure and job description)

Local organizations surveyed were still in the process of a structural re-adjust-ment generally and of the human resources subdivision in particular. We shouldtake in consideration the fact that when an enterprise deals with a change,it should start with the staffs organization, including an analysis of existingpositions, and merging those positions when practicable. These changes alsoinclude drafting descriptions and specifications for positions. This is, in fact, themost important activity in human resources management, since other activi-ties depend on how the company implements its specified positions.

Table no.1. Activities connected to human resourcesmanagement considered to be the most importantby companies involved in the study.

Activities connected to humanresources management

In order of importance

First Second ThirdMultipleanswer

Staff organization (organization structure,job description)

29.6% 14.8% 1.9% 46.3%

Personnel availability (planning, recruitingand selection)

22.2% 29.6% 5.8% 57.6%

Professional development for the staff 22.2% 22.2% 17.3% 61.7%

Professional performances assessment 1.9% 1.9%

Payment for the staff 5.6% 5.6% 9.6% 20.8%

Safety and health of the work 1.9% 9.3% 28.8% 40.0%

Relations with employees (communication,involvement and participation,relationships with trade-unions)

9.3% 7.4% 17.3% 34.0%

Ensuring equal opportunities 3.7% 5.6% 13.5% 22.8%

Drafting and readjusting staff policies 1.9% - 1.9% 3.8%

Availability of personnel (planning, recruiting and selection)

3. PPRIORITIES OF HUMAN

RESOURCES MANAGEMENT


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Hiring qualified staff, which includes planning, recruiting and selection pro-cesses, represents a priority for a majority of the organizations, because theseare relatively new activities for specialists from the human resources field. Also,

finding the necessary staff for the organization (figure no.3), both from thequantitative and qualitative point of view, represents a strategic objective thatcannot be neglected. At the moment when the present study was conducted,50.0% of the surveyed organizations mentioned having a deficit of personnelwithin their organization, while another 50.0% said lack of staff is not a prob-lem for their organization.

Figure no.3. Categories of employees needed in organizations

The lack of qualified workers is determined both by the emigration abroad of apart of the working-age population and by the fact that young people are notattracted to professions and specialties offered by vocational schools. At thesame time, the technical and material endowment of these vocational schoolsis insufficient, and thus the graduates qualifications do not correspond to thecurrent demands of the labour market.

Even though higher education institutions and colleges prepared the greatestnumber of specialists for the labour market, the problem of highly qualifiedstaff still exists. A possible cause for this situation could be the inability of hu-

man resources department employees to correctly identify qualified special-ists. The same lack of highly qualified staff is also true of middle and higher levelmanagement.

Bearing in mind that 6.7% of the organizations surveyed noted a lack of auxil-iary staff, we can conclude that these organizations do not cooperate with terri-torial employment agencies, which often deal with persons of low qualificationlevels who would not be easily employed.

There are many causes for the lack of personnel, but the most important is the

lack of staff with needed qualifications (figure no.4).


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Figure no.4. Reasons for the lack of personnel in organizations

After analyzing the causes of staff shortages, we can conclude that, currently, or-ganizations require a higher standard of professionalism and abilities, both fromtheir own employees and from potential workers, than is available in the workerpool. On the other hand, we could deduce that the professional training of youngpeople in educational institutions is below enterprises expectations. Organiza-tions also have internal problems related to a greater extent to the abilities of HRspecialists to identify suitable candidates for available positions. Another factoris the often insufficient salary offered new hires. Thus, potential candidates often

agree to work abroad instead of being employed in their country with a salaryinsufficient to feed their family.

In order to avoid the lack of personnel, organizations apply different methodsof staff recruiting, presented in the figure 5:

Figure no.5. Recruiting methods used by organizations

We can conclude that local organizations adapted themselves to the competi-tive environment and understand that in order to attract the best specialistsinto their organizations, they must simultaneously use a multitude of staffrecruitment methods. At the same time, the efficiency of staff recruitment in

an organization does not only depend on used methods of recruitment, butalso on other factors that must be taken into consideration by HR directors orspecialists. These include the organizations reputation at the national or locallevel, the salary level, fringe benefits and working conditions, the safety of thework place, educational and professional training options, opportunities forcareer advancement, etc.


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The quality of staff employed within an organization depends, to a great ex-tent, on criteria considered when selecting candidates (figure no.6.)

Figure no.6. Criteria for staff selection

In figure no.7 , we present criteria used to select hirees:

Figure no.7. Criteria for specialists selection

The hierarchy of selection criteria for managers is changed when comparedto selection criteria for other employees. In figure no.8, we present selectioncriteria for managers.

Figure no.8. Selection criteria for managers

Surely, organizations do not take into consideration only the education factorduring the staff selection process. They also consider the level of professionalknowledge. Diplomas of successful graduation arent the only relevant factor,since new hires need to show a good level of professional knowledge and skills.Of course, highly specialized staff is sought, but the desired level can be toohigh, making specialists harder to find.

In order to identify most suitable staff for vacant positions, organizations ap-ply different selection instruments, presented in the figure no.9.


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Figure no.9. Selection instruments applied by localorganizations for different categories ofemployees.

Thus, each organization, depending on the type of business and job vacan-cies, applies different selection instruments for candidates, taking into consid-eration organizational policy, the organizational culture, and management at-titude towards new staff.

During the hiring process, organizations demonstrate certain preferences. Inthe figure no.10, we present categories of persons usually selected by enter-prises during the employment process.

Figure no.10. Categories of persons selected by enterprisesduring the employment process.

Even though organizations often prefer younger applicants, these young per-sons are considered less employable because of a lack of experience.A serious problem represents also the mismatch between the candidates pro-fessional knowledge and that requested by the organization. This problem is

even more acute for specialists and managers (see figure no.12 and 13).We believe that the mismatch between the candidates professional knowledgeand that desired for specialist and manager applicants must be seriously analyzedby educational institutions which are engaged to professionally train them.


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Figure no.12. Drawbacks when hiring younger specialists

Figures 12 and 13 show that the gap between the candidates professional

knowledge and that requested by organizations hiring specialists and manag-ers must be seriously analyzed by educational institutions which are chargedwith preparing young people for the professional world. So, when educationalplans and professional training standards are being drafted, one may also takeinto consideration staffing needs of organizations.

Figure no.13. Drawbacks characteristic for young managers

Young managers frequently have difficulty adapting to a professional organiza-tional environment. This problem compounds itself as their co-workers beginto distrust work produced by their young peers.

Staff professional development.

Human capital represents a competitive advantage for each organization.Organizations must develop the ability to find, assimilate and retain humancapital--staff with knowledge and abilities needed by enterprises who couldsupport the evolution of an organization responsive both to clients needs and

to the demands of rapid technological growth.

In order to have very well trained staff from a professional point of view, com-panies must invest sufficient financial resources to develop knowledge andprofessional abilities of their own employees (figure no.14).


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Figure no.14. Assessment of financial resources allotted for stafftraining.

INSUFFICIENT SUFFICIENT2.0% 9.8% 21.6% 23.5% 15.7% 27.5%

Both human resources managers and directors understand, to a great extent,the insufficiently low level investments for staff professional training. In thiscase, they are at minimum required to follow the law, which mandates the al-location of a minimum of 2% from the payroll fund for staff training.

There are several reasons why so few resources are dedicated to staff training(figure no.15).

Figure no.15. Factors that underlie limited funding for stafftraining

The analysis of figure 15 helps us conclude that in many cases (over 50%), pro-fessional training does not represent a priority for companies. At the same time,the law concerning training is being violated.

To reduce costs, professional training is often done in-house. (figure no.16).

Figure no.16. Location of professional training

Bearing in mind that for all categories of employees, professional training ismainly being done in the Republic of Moldova, it would be advisable to know ifthe professional staff development field is seen as well developed. It is agreedthat this is a new, developing professional in Moldova. Still, the survey partici-pants assessed the profession. (figure 17).


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Figure no. 17. Level of development of the staff training profession

After analyzing companies responses, we conclude that the continuous profes-sional training profession is in a formation process, therefore, we cannot say

it is highly developed. Organizations are not fully pleased with the specialistscurrently available in the professional training market, so new specialists inthis field would be welcome. This will lead, first of all, to increased competitionamong the organizations providing this kind of service and secondly, increasethe quality of these services.

The level of development in the staff training profession can be also deter-mined by the quality of professional training programs offered by specializedtraining centres in the Republic of Moldova (figure no.18).

Figure no.18. The quality of professional training programsoffered by specialized training centres.

We note that the quality level of continuous professional training programs of-fered by specialized centres is not high. On the contrary, in some cases it is quitepoor. In this situation, specialized employee training centres should, when theycreate training programs, consider demands and wishes of their organizations-clients, and identify management problems which may impede the creation of

vibrant training programs.

Continuous professional training leads to an increase in labour productivity, and toan increase in the quality of products and offered services. (figure no.19).


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Professional training has positive effects on organizational development. Thisis why management should pay due attention to this issue, and try to locateincreased funding for professional training, since it had demonstrated benefits

for any organization.

Figure no.19. Organizational benefits resulting fromprofessional training

Ignored priorities.

We can ascertain that companies pay little attention to assessing performance,

though, given the competitive business environment, they are reluctant to ad-mit this. The lack of performance assessment is especially acute when one con-siders that performance makes the difference between successful and failedorganizations. If performance was considered when establishing salaries, thesesalaries would vary depending on performance levels, which would also beused to determine promotions within a professional hierarchy.

Lower priorities for these enterprises include staff payment, security and per-sonal health on the job, relationships and communication with other employ-ees, involvement and participation, as well as ensuring equal opportunities for

all employees within an organization. Also, companies pay little attention todrafting and readjusting staff policies. This fact allows us to conclude that orga-nizations have not drafted policies for the human resources management thatcould be the basis for staff employment management within an organization.


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One of the key aspects which regulate companies HR priorities is labour law. Theexperience of the Republic of Moldova, also confirmed by annual Labor Inspec-tion reports, demonstrates that many companies have problems interpretingand following Moldovas labour law. As a result, legal norms are not respected,mainly those concerning individual workers contracts (lack of such a contract),working period (exceeding the legal working hours), salary (lower than the legalminimum wage), and safety and health of the work place (working under dan-gerous conditions, etc) Taking into consideration Labour Code stipulations, wepresent in figure no.20 companies attitudes towards trade-unions.

We note that, generally speaking, half of companies have a good attitude to-wards trade-unions, because they participate cooperatively with administratorsin drafting decisions related to working relationships. The existence of an un-friendly attitude towards trade-unions can be explained through inauspiciousworking conditions existing within organizations, as well as through low sala-ries, etc. Of course, a trade-union within an organization would also increase the

administrations responsibilities vis-a-vis the staff. Unfortunately, a lot of compa-nies do not want to assume these responsibilities. Of course, in many enterprises,there is no trade union. Therefore, in many cases, decisions concerning labourrelations between the director and employees are adopted unilaterally. This factnegatively influences working conditions and worker benefits.

Figure no.20. The attitude towards trade-unions withinorganizations

One of the problems faced by companies when dealing with human resourcesmanagement, especially considering potential legal problems, is the employmentof children up to 18 years old (figure no.21). Generally speaking, companies are not

interested in hiring students, even for a short period of time, and even if companiesare short-staffed. The main reason claimed by companies is that minors cannot bepunished for not respecting the labour law. Companies also said that minors arenot productive workers. At the same time, older student workers are in greaterdemand than younger ones, and boys are more sought after than girls. Teenagersare more frequently hired in commercial and public food units.

4. HUMAN RESSOURCES MANAGE-

MENT PRIORITIES MEETINGCURRENT LEGAL FRAMEWORK


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Figure no.21 The number of companies who hired children up to18 years old

These data show that even though companies are prudent about hiring chil-

dren up to 18 years old, young men are still employed in different positions.Management must pay special attention to working conditions of teenagersbecause they are highly vulnerable to exploitation given the labour law andtheir duties on the job.

Reasons to hire young staffers are shown in figure no.22. When employingminor staff, companies do not sign them to any contract, and as a result em-ployers do not pay contributions to the state budget for medical insurance,social insurance, taxes, etc. Taking into account that young men do not knowthe labour law, companies assume almost no contractual obligations. Never-

theless, companies still have risks. By employing minor staff instead of morequalified personnel, companies end up with employees who have a low jobperformance level because of the lack of knowledge and professional abilitiesin the specific field; an increase in on the job accident risks because of the loweducation level and inattention to work safety and health; and workplace ten-sions due to the stereotypes that minors are not the most suitable for that spe-cific position. Also, minors must be constantly monitored, making it difficult fortheir colleagues to complete their tasks.

Figure no.22. Reasons to hire minors

The only plausible reason that minor staff is hired is that they demonstrate pro-

fessional abilities needed by the organization. The other factor to consider isthe type of job given to minor staff. We cannot compare the position of barwaiter with that of locksmith, for example.

In this context, the majority of companies consider that the labour law is notclear. Unclear facts refer to:


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the art.142, p.5 of the LC of RM total salary payment to the husband,wife, mature children or to parents of the dead persons;

the art.244 liability for encroaching upon working protection norms.

At the same time, there are many proposals that mention minimising incometax from physical entities, decreasing payments for social and medical insur-ance, modifying the law on leave policies, and simplifying dismissal procedurallaw (modification of the art.86 of the LC of RM). Other proposals deal with pri-vate working contracts and working cards (art.66 of the LC pf RM), the retire-ment age, the budget of state social insurance, and salaries.

Some proposals refer to:

drafting and implementing staff training and retention rules;

eliminating current rules regarding pregnant women;

establishing a maximum one-month probationary period;

improving the Fiscal code, including revisions to eliminate arbitraryinterpretation of fiscal law by officials.

Of course, we should pay attention to the proposal concerning decreasing indi-vidual income taxes. Unfortunately, contrary to these proposals, the Ministry of Fi-nances has proposed to the Government a progressive personal income tax scaleto be valid in 2008. This proposal, in our opinion, does not meet the needs of the

national labour market since other countries utilizing progressive taxation havemuch higher levels of income development, and, most importantly, possess a vi-able middle class. As a result, by creating different incomes, the government getsdifferent taxations. In this context, it is ridiculous to think that the annual incomeof an employee in the Republic of Moldova, exceeding 25201 MDL (2100 MDL permonth) and put to taxation of 18%, is consistent with a middle class salary. There-fore, the National Confederation of Trade-unions from the Republic of Moldovamust influence the decision to introduce the progressive taxation scale.

The decrease in funding for state social insurance is a painful issue, both for

companies and for the state. This problem has multiple interdependent causes,mainly: the demographic crisis due to massive emigrations of workers, unsatis-factory functioning of the real economic sector, etc. Other causes include thecontinuous increase in pensioners and the increasing pressure on the budget ofstate social insurance. Most countries face a similar situation.There are some clearly developed areas. The dismissal procedure is clearenough because it stipulates exact dismissal situations. That is why there is noneed to simplify, for instance, art.86,87,88 of the LC of RM, only perhaps forsome dismissal cases, because otherwise we could create a state of confusionthat would further complicate dismissal procedures. This also applies in thecase of pregnant women. If labour laws dealing with pregnant women wereeliminated, this would create a contradiction with fundamental human rights,as stipulated by national law (art.43, p.2 and art.50, p.1 of the Constitution ofthe Republic of Moldova, art.76, lit.a) of the LC of RM) and international laws towhich the Republic of Moldova is a signatory.


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The information gathered through focus-groups (prior to the survey) showeda limited cooperation level between companies and governmental authorities:the authorities are not punctual, they are often aloof and sometimes unfriend-ly, they are verbally aggressive and mainly concerned with levying sanctions,they are negative, and they lack understanding of companies problems andneeds. These are the main difficulties that exist between public authorities andmanagement. At the same time, companies are not happy about very frequentverifications done by the authorities.

The majority of companies declare that corruption and bureaucracy are themost important obstacles in establishing an efficient dialogue with central andlocal public administration. Under these conditions, cooperation is very formal.Usually, companies objections are disregarded by authorities. In this context,companies believe they cannot really participate in the creation of labour andfiscal regulations and laws.

At the same time, the lack of cooperation between companies and authoritiesis also confirmed by companies discontent towards frequent inspections by of-ficials. These include inquiries by the Labour Inspection service, the Anti-Cor-ruption Office, the State Sanitary-Epidemiological Service, the Fire Service, andthe Service of Standardization and Metrology. On the other hand, the lack ofcooperation is also confirmed by Labour Inspection reports that mention direc-tors of companies who interfere in the inspection process.

That is why the majority of companies said that it is impossible to find solutions

to their most important problems employee education, social insurance,salaries, etc.-- without the participation of businessmen who could influencegovernment policies. In order to achieve this aim, greater openness is requiredfrom both government and business. This openness would shift the emphasisaway from sanctions and toward long-term cooperation.

5. COMPANIES COOPERATION

LEVEL WITH PUBLICAUTHORITIES


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Because of the economic situation of organizations in the Republic of Moldova,discontent is the norm, especially related to employee turnover. Thus, in condi-tions of an increasing business competition, every organization finds it difficultto retain their staff. An organization, in order to survive, must find new meth-ods to keep and stimulate its employees.

In this context, the majority of surveyed companies noted that they put in prac-tice several methods for motivating their staff. These tools include higher sala-ries, prizes, better working conditions, more vacation days, better training, etc.Other tools include involving employees in management decisions, improv-ing medical insurance, offering tax free loans, providing transportation to andfrom work, providing experience exchange trips for employees, and promot-ing prizes like worker of the month.

Salary represents the main income source for the majority of persons employedin an organization. Hence, the majority of employees want salaries to be at a level

sufficient to adequately support a family. In a competitive economy, salaries areflexible and can, under the law, be individualized for each employee. Salaries canbe set individually by the director of the organization in the form of private salariesfor top managers of the organization, or can be legally set after negotiations be-tween the director and the organizations trade-union. In figure no.23 we presentthe mechanism through which surveyed companies establish salaries.

An organizations remuneration policy must also consider salaries paid by com-petitors. If these are not considered, smaller salaries could cause, after a periodof time, major staff retention problems.

Figure no.23. Mechanisms used to establish salaries withinorganizations

6. OPPORTUNITIES FOR

EMPLOYEES RETENTION


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We set out to see what companies consider the best criteria (table no. 2) whenestablishing staff salaries.

Salaries are the subject of permanent debates between the employees andemployers, and also the source of discontent for employees. In order to avoidall suspicions concerning the way the salaries are established, it is importantthat criteria used to determine salary levels should be clearly stated in a com-mon agreement with employees, and acknowledged in a proper way.

Table no.2. Criteria used to determine salary levels

Criteria

In the order of theirimportance

First Second Third

Work performance 58.5% 22.6% 15.7%

Work experience 9.4% 26.4% 17.6%

Complexity and difficultyof the working position

20.8% 26.4% 21.6%

Disciplinary misbehaviour 5.7% 9.8%

Level of implication in taking decisions 11.3% 11.3% 25.5%

Salaries of competing organizations 7.5% 9.8%


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For most companies, work ethics must be respected by all employees. Unfortu-nately, the majority of problems related to this issue usually appear with youngemployees (figure no.24). It is alarming that young workers are not devotedto their work, a fact confirmed by 52.2% of the surveyed companies. Compa-nies find among young employees a growing indifference towards work and awish to avoid workplace obligations. On the other hand, this lack of devotionto work can be explained also by the fact that young workers are usually thelowest paid employees.

A lower level of knowledge and experience also impact young employees be-haviour. This, naturally, creates difficulties for management.

Figure no.24. Drawbacks related to young workers

Poor work ethic creates many problems, including poor job performance anddisciplinary issues.

After analyzing figure 25, we conclude that most companies use disciplinarymeans (warning

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