Human resources management Task 1 Understand the difference between personal management and human resource management As an Assistant

HR Manager, you are required to pro ide a brief introduction of human resource management in the company! "ro ide differentation between HRM and personnel manager and how does the personnel manager supports HRM functions! "ro ide trainees understanding of the key function of HRM and their roles and responsibilities in the organi#ation! Also, consider the importance of related legislation and regulatory framework of human resource management in the organi#ation! Task $ Understand how to recruit emploees! %n the basis that you ha e spent sufficient time to understand the organi#ation&sHR planning and the stages in ol ed in the planning, you need to prepare a brief report analyse the reasons for HR planning in orgni#ation and outlining the stages in ol ed in planning HR requirement ! Also, to make trainees understand the arious recuirement and selection processes you are required to compare the recuirment and selection process of another organi#ation with those in your organi#ations in the report! Task ' Understand how to reward employees in order to moti ate ane retain them (t is important to keep the employees moti ated in the workplace! "ro ide a writen report on the arious moti ational theories that underpin the importance of emploees in ol memt at work! ) aluate the *ob e aluation process and effecti eness of employee performance monitoring methods and techniques in the organi#ation as part of your role! Task + ,now the mechanism for the cessation of employment (t is ery important to ha e knowledge about the mechanism of employment termination! -ou are required to pro ide information about the reason behind employment termination! Take an e.ample of two organi#ations in order to e.plain their procedures for terminating employment ! Also, consider the impact of regulatory framework on employment termination arrengements!

Task 1 Understand the difference between personal management and human resource management Many specialists ha e defined human resource management as follows/ 0 function that facilitates the most effecti e use of people to achie e indi idual and organi#ational goals 1 0 function that enables organi#ations to achie e their goals by obtaining and maintaining an effecti e workforce 1 0 ensuring strategic approach , moti ation , in ol ement and de elopment of key resource of an organi#ation 1 0 2etting targets in relation to men in achie ing and control logic of the system1 0 in ol es all management decisions and practices that directly affect or influence the people , or human resources, who work for the organi#ation 1 0 is a series of decisions that affect the relationship between employees and employers , and other stakeholders1 0 is a series of decisions concerning the employment relationship that influence employee and organi#ational effecti eness 1 0 assembly to operational acti ities 3 planning, recruitment , staff retention 4 and energy order 3 creating an appropriate organi#ational climate 4 , which enable the organi#ation&s human resources required 1 0 pro iding the necessary human resources company , with the dual smooth and effecti e functioning of the human assembly , and respect the desire for *ustice , security and de elopment of each employee ! The definitions of human resource management and published in the literature include/ 0 includes all acti ities directed towards the human factor , with the ob*ecti es / conception, design , optimal use , maintenance and socio 5 human 1 0 all acti ities related to ensuring optimal use of human resources , the organi#ation benefit of each indi idual and the community in general1 0 comple. oriented acti ities effecti e use of 6 human capital 6 in order to achie e organi#ational ob*ecti es , while ensuring conditions which meets the needs of employees 1 0 all ma*or decisions affecting the relations between social partners , employer and employees 5 to ensure increased producti ity and business efficiency 1 0 is a comple. of measures designed interdisciplinary regarding recruitment, selection, classification , use the ergonomic organi#ation of labor, material and moral stimulation until the termination of employment ! (t may be noted that the authors did not intend to gi e definiti e and absolutely rigorous definition of human resource management , but only some working definitions , operational nature necessary to highlight their iew on this new speciali#ed field and to a oid some confusion in treating human resources issues ! Therefore , following and analy#ing arious definitions presented , we can say that at present there is no official definition , uni ersally accepted human resource management to meet the consensus of specialists in the field! %ne can find that do not contain conflicting definitions mentioned that complement each other, helping each definition content circumscribing human resources management! 1!$ 2tages in the e olution of personal and finali#ing functions of human resource management % er time it can indi iduali#e four stages in the e olution of personal duties / 7anuary ! 8iberal phase 9ebruary ! "sychosocial stage Three ! 2tage contracts

+ ! (ntegration stage 8iberal phase 31::;51<1;4 corresponds to Taylor &s system and is characteri#ed by an indi idualistic approach of economic , legal and social ! )conomically / worker he hires his labor which pro ides employment and is sub*ect to the law of supply and demand like any commodity! 2alary aries in relation to the intensity of labor demand from the enterprise and supply work to the workers leading to a steady paycheck ! 9rom the legal point of iew using indi idual labor contract negotiated between the company and the employee! Although it would seem to be a legal equality between the two partners , in reality there is a double inequality, that one entity 3 the employee does not fully aware of his rights against the employers 4 and other economic 3gi en the disparities on relationships force between the two partners 4 ! 2ocially, workers are considered as ha ing e.clusi ely physiological characteristics and moti ations are purely material ! =ue to these characteristics , the stage was liberal , as the essence of personnel policy in an enterprise , determine how to pay so that pay to be more stimulating ! "sychosocial stage 3 between the two world wars 4 aims at the de elopment of personnel policies by which to humani#e work , paying particular interest psychological characteristics of indi iduals! The main processes used during psychosocial concerns/ 5 2etting up working groups so that there is a social life at the enterprise 1 5 The study ambience factors , such as temperature , humidity , lighting , noise 5 =etermining the pace of work and breaks regime 1 5 Adapting a participatory leadership style characteri#ed by consultation of workers, increasing the autonomy of the working groups , the application of the suggestions 3 proposals made by employees and used for company management were rewarded with bonuses4 ! 2tep contracts stems from the fact that the enterprise can impro e internal climate by reducing sources of conflict in a gi en period as a result of commitments signed collecti e agreements with trade unions ! At present stage concerns contracts include three le els/ 5 The firm by signing collecti e agreements between economic unit and the union 1 5 At branch or sub5branch economic by signing collecti e agreements on all economic units between employers and workers& unions 5 The inter5 plan on agreements concerning/ pension scheme , system training , unemployment benefits , etc! ! 2tage contracts differs from traditional liberalism phase by/ 5 These agreements are temporary and not permanent 1 5 Agreement establishes a relationship between the employer and the union and not direct contract with an employee isolation! (n stage contracts , personnel policy can not be managed unilaterally by personnel compartment only by the management company! >egotiate agreement obligates the organi#ation to define sustainable social policy in the medium term ! 2tep a integration! (n light of HRM integration is defined as all procedures, methods and techniques which seek pro.imity or coincidence of interests of indi idual workers business ob*ecti es ! The methods , techniques and processes of integration of employees in the general policy of the company are / management by ob*ecti es 1 shareholder employees incenti e schemes for workers 1 quality circles 1 draft a company1 ocational training and promotion system etc! ! ?oing through these steps , personnel function has enriched the content and scope of its concerns, recorded / 5 A change of place in the company structure , becoming a strategic function directly related to the general management of the unit1

5 >ew to workers dealing with specific work functions, high skills on multiple le els 3 higher education , social science knowledge , capability negotiation4 1 5 @hanges in the actual function name management / chief of staff is replaced by an HR director or director of social relations , names reflecting the increased ariety of tasks and concerns in the field! %n the basis of the traditional concept itself has changed o er the staff , the staff considered as a source of cost to be minimi#ed , the staff as a resource whose use must be optimi#ed ! 1!' The main acti ities of HRM @ontent management of human resources is gi en by the multiplicity and di ersity of acti ities to be carried out , linked and harmoni#ed human resources acti ities are more or less interrelated and ha e a significant impact on results! 9rom this point of iew , although there is a rich literature de oted to e.amining theoretical issues and practical aspects of human resource management , many of the problems related to its contents are still poorly defined, unresol ed or poorly resol ed ! Howe er, the research to indicate how accurately and completely main fields of HRM , many opinions were formulated mostly , bears the imprint of the country of origin of the authors! Howe er, lately, specialists in human resources management ha e reached a consensus regarding HRM acti ities to be carried out regardless of si#e organi#ations ! The American 2ociety for Training and =e elopment 3American 2ociety for Training and =e elopment 5 A2T= 4 identified nine main areas of acti ity in human resource management / 0 training and de elopment1 0 organi#ation and de elopment1 0 organi#ation A *ob design 1 0 human resource planning 1 0 selection and staffing 1 0 staff research and information systems 1 0 rewards A benefits or aid 1 0 ad ice on personal problems of employees1 0 union A labor relations ! ?i en these fields, =e @en#o , =a id A! , and "! Robbins suggests that, in fact , human resource management is a process consisting of four functions / obtaining, de eloping, moti ating and retaining human resources! (n an attempt to circumscribe e.actly as human resource management, some authors , howe er, ha e added fields presented and other acti ities such as / 0 strategic management of human resources1 0 equal employment opportunities 1 0 HRM international or multinational 1 0 career planning 1 0 organi#ational beha ior 1 0 collecti e bargaining 1 0 Bork "rogramme 1 0 discipline and control 1 0 ) aluate HR function ! Also, Bayne 9! @ascio &s conception , the increasing comple.ity of human resource management requires the de elopment , (mplementation and e aluation of programs in at least fi e new fields / 0 7ob humani#ation 1 0 performance5related rewards 1 0 9le.ible work schedules 1

0 9le.ible rewards plans 1 0 career planning ! The complete and highly comple. human resources management is re iewed by Michael Armstrong in one of his works of reference, in which are presented in detail the specific domains of HRM ! Those personal acti ities and their high degree of independence are presented in 9ig!1!1 ! (ndependent aspects of personal acti ities is especially important, as some changes in acti ities leading to changes inherent in other personal acti ities that will influence , ultimately , organi#ational effecti eness! Although treated as separate domains , interrelated personal acti ities illustrated in 9ig!1!1 , translate , howe er , the degree of formali#ation and integration of the human resources function ! 9or a better understanding of the di ersity of acti ities in the field of personnel management , =onald B! Myers suggests grouping them into se en chapters and se eral chapters Task $ Understand how to recruit emploees! Recruitment is the process of ensuring a sufficient number of qualified candidates from which to select those who are best fit for appointment necessary organi#ation! The recruitment Action Recruitment is conducted continuously and systematically being needed to replace those lea ing the organi#ation for arious reasons 3 fluctuation , continuing education , military ser ice , illness , disability, death, etc! ! 4 of those who were promoted , and to ensure new posts created by de elopment! To ha e a choice , the company must find the most suitable for the *ob position ! The question is where and how we find the people we need! Recruitment may be made of three populations / 7anuary ! Borking age population 1 Two ! "opulation applicant 3 population4 1 Three ! Multitude of recruitment 3 number of applicants 4 ! The working 1!"opulaCia includes all indi iduals who are a ailable for selection! Borking population pro ides a large number of applicants who can be contacted in different ways! This can be done through ad ertising in newspapers, on radio or tele ision, contact educational institutions to $!"opulaCia applicant 3 acti e 4 ! Recruitment sources are scarce ! 9or e.ample , the organi#ation can limit recruitment to a certain le el of training and e.perience or graduates of certain schools! (n this manner will result in a certain group of candidates! =emanding nature of the population will be affected by four aspects of HRM decision namely/ 7anuary ! Recruitment methods , ie methods of ad ertising and warning prospecti e applicants! 9ebruary ! Recruitment message content , ie what is said about each depending on salary, duties of , opportunities , and how to say these things! Three ! Requirements for qualification of applicants , ie the le el of general education and professional e.perience required , training opportunities ! April ! Administrati e procedural issues , the recruitment period , using records of applicants prior to +!Multimea those recruited 3 number of applicants 4 represents all the people in that will make the selection ! Darious factors can affect the si#e of the number of applicants in the e.tension or contraction of the number! 9or e.ample , conditioning le el of preparedness, seniority , or other factors may reduce the number of applicants ! Recruitment can be permanent 3continuous 4 or can be done only when there is a particular need 3accidental or intensi e 4 ! ) en in the reduction of employees is necessary to keep contact with e.ternal sources of recruitment !

2ources of human resources recruitment ! Ad antages and disad antages of recruitment sources ! RU Recruiting can be done from internal sources , ie e.isting staff or from e.ternal sources! =ecision on the sources of candidates to be taken early in the recruiting process ! Most organi#ations use both types of sources , each source has its ad antages and disad antages ! Bhen discussing the sources of recruitment, we think , in fact, the sources that make it possible to obtain corresponding @Ds main requirements present in an ideal candidate ! 2o , we distinguish internal and e.ternal sources of recruitment! A4 (nternal recruitment ! Recruiting from within not in ol e employment , only a change of position or hori#ontally , of the same rank , either ertically , usually by promotion to a senior post ! (nternal recruitment allows managers to obser e employees for a certain period of time to assess the potential of each person and the specific performance tool ! 2econd , an organi#ation that promotes its own employees for positions become a ailable , can produce an e.tra moti ation for them! (n order to recruit internal use different methods such as / 5 (nforming employees of the company through arious means / display, ser ice notes , published in the newsletter or newspaper company1 5 Use of employee records in order to find potential candidates and addressing their bids to run for the *ob 1 5 Use professional perspecti e on business plans 1 on this basis can be established that can potentially candidates to fill the acancy! "romotion and transfer of certain functions to persons of employees organi#ation has the disad antage that the good performance obtained by a person in a particular function, it may not be a good teacher performance to another function as far as skills and different skills are needed ! E 4 ).ternal recruitment ! (f insiders can not pro ide a suitable candidate for a particular item can appeal to recruit e.ternally , consisting of schools, colleges and uni ersities, speciali#ed agencies , other organi#ations and the labor market ! Ad antages and disad antages of internal and e.ternal sources of recruitment / ad antages =isad antages 2ources 5 (t is known ability recruits for the position 1 5 A better assessment of the candidate&s skills 1 5 8ower costs for some features 1 5 Moti ation for good performance 1 5 =etermine the normal sequence of promotion 1 5 Hiring only the needs ! (nterior 5 9or a quick introduction e.pansion technique is possible that current employees can not cope , and if successful the new posts would be enough time to learn and ad*ust 1 5 The possibility of physical and moral problems of failed 1 5 The emergence of 6 political struggle 6 internal promotion1 5 A promotion from within causes the appearance of acancies in the chain, ie recruitment needs and to occupy acant succession , until the lowest le el positions ! 2ources 5 )ncouraging the contribution of new ideas , encouraging enterprise progress 5 "erform cost sa ings for the enterprise training 3 people come prepared 4 1 5 "eople from abroad, without any obligations to the interior can be more ob*ecti e ! 5 (t performs especially industrial enterprises ! 9oreign

5 (s it possible not to select the one that is best and right for the *ob 1 5 @an cause mental and moral problems for internal candidates 1 5 9or more than 6accommodation 6 employee orientation 1 5 Higher cost determined by searching the labor market ! (n general, the promotion of internal sources is considered as ha ing positi e effects for good *ob satisfaction ! ).ternal recruitment specialists may be less e.pensi e than their preparation ! Meanwhile, e.ternal recruitment introduces new ideas , concepts and methods! This method has the disad antage that recruitment requires a longer period to accommodate new employees ! (t is ad isable for organi#ations to combine rational use of both sources of recruitment ! As such , organi#ations operating in an en ironment of rapid change and competiti e conditions 3 competition 4 should place greater emphasis on e.ternal sources ! 9or organi#ations operating in en ironments with slow changes , internal promotion may be more appropriate! Methods of e.ternal recruitment of human resources! Ad antages and disad antages! There are lots of ways of recruitment ! The main goal is to pick the right source , from which we recruit the right person ! 9or e.ample, you could ad ertise a acancy for a leading employment center , but not a college ! Referring to a source of recruitment must ask oursel es / 6 Be will gi e this a sufficient number of qualified candidates allowable e.pense F 6 ! %ne ! Ad ertisement in newspapers ad antages/ %ne ! A ery large contingent of readers 1 $ ! "ublished quickly 3 within +: hours4 ! disad antages/ "ro ides few details about the *ob 1 Additional e.penses 1 Many readers not looking for work 1 The notice may not see him working those seeking 1 The announcement in the newspaper usually has a short life ! Two ! Ad ertising radio ad antages/ %ne ! (ncludes a large territory 1 Two ! @ertain strata listen to the radio at a certain time of day 3eg , marriage , morning, e ening youth 4 1 March ! Rapid transmission 5 radio ad may already sent a few hours after submission 1 April ! "rofessional ser ices 3music , sound effects 4 ! disad antages/ %ne ! @osts 5 is e.pensi e compared to other sources of recruitment1 Two ! =istraction listeners 5 they may not fully hear the announcement , switching de ice to another station 3 music , etc! ! 4 Three ! "re iew passer 5 ad takes less time and the listener can hardly memori#e details ! March ! )ducational institutions ad antages/

7anuary ! Minimal e.penses 1 Two ! There is a constant flow of young people, who are looking for work 1 Three ! This source is welcome to recruit temporary workers , seasonal workers! disad antages/ 7anuary ! -ounger people often ha e no work e.perience 1 Two ! They can hardly accommodate the ser ice life 1 March ! Their training may take a long time! April ! Recruitment agencies Recruitment agencies are organi#ations speciali#ing in recruitment, most times , a highly skilled and speciali#ed staff ! The organi#ation calls on the agency specifies the requirements for potential *ob candidates! (n turn , the agency selects more candidates that the inter iew calls , test their skills and check recommendations so as to meet the requirements of the organi#ation for which recruitment ! The final decision rests with the employer , it also being able conduct inter iews , tests ! Recruitment agencies ha e a lot of ad antages/ G 2a es time ! 9rom recruitment agency company recei es '5; candidates for selection ha e been chosen with care and professionalism! G efficiency and lower costs! Apparently, the costs are lower when recruiting on their own, but in reality spending announcements and time dedicated to the recruitment and selection of staff undertaking usually e.ceed commission paid speciali#ed agencies , employees and candidates are often not the most qualified ! G large area co erage ! Making self5 employment , the company addresses a ailable only to candidates who intend to change *obs ! Recruitment Agency has access to potential candidates who are not currently concerned about changing careers and not watching ads ser ice offerings ! (t has pro ided se eral search methods 3databases , headhunting , etc! 4 ! 2pecialists can directly contact those qualified for a particular *ob , which makes the number of potential candidates to be higher! G %b*ecti ity ! @onsultants can assess ob*ecti ely both candidates as well as the organi#ation in which they can work , managing to recommend the most suitable person for the *ob! 2taff recruitment agencies consists of psychologists, economists! They ha e a range of special tools for assessing candidates! Many recruitment agencies can offer selections based on psychological tests consisting of professionals! Reports further elaborated based on data collected about the candidate helps the employer to make a better picture in a short time ! G )nsuring ser ice! The method of direct recruitment ads, practiced by employers offer no guarantee on the number of resumes that may be recei ed and whether they match the required profile ! Recruitment agencies offer guarantees on quality of ser ice pro ided ! (f the post becomes acant, for whate er reason , within the contractually agreed period , the agency is required to replace that person! G @onfidentiality! @ompanies are guaranteed confidentiality! @onfidentiality of information pro ided by the Agency is ery important for the organi#ation in relations with competitors, customers, suppliers, because many times , the occurrence of a acancy for arious reasons , an organi#ation can create wrong impressions and unreal between the groups mentioned influence abo e! 9or e.ample , changing the top5 manager of a large organi#ation may create the impression that the institution faces management problems !

Task ' Understand how to reward employees in order to moti ate ane retain them The moti ation for the work is the influence which factors e.ert on employees and that lead to positi e or negati e actions for carrying out the work! Unlike material and financial means necessary producti e acti ity , people are more than a source of cost or consumption ! Their system of needs , alues, moti ation and satisfaction le el will determine indi idual and organi#ational performance ! This is why managers are tasked to reconcile and correlate the economic performance of the organi#ation with the capacity and possibilities employees! The reason is because , reason, cause of action , the impetus that pushes the action or determining action and moti ation and moti ation is the result of them! Moti ation is the sum of the forces , internal and e.ternal energies that initiates and directs human beha ior for a particular purpose, which when reached will cause concern for the satisfaction of other needs! Eetween moti ation and performance is no relationship conditioning ! The indi idual alone is able to moti ate because all processes are coordinated within the human being! The manager is put in a position to show the conte.t in which the company ob*ecti es and ensure personal needs ! The moti ation for the work of an indi idual means certain that he will get by doing the work under defined conditions, elements that will meet their needs ! "eople may ha e different reasons to approach a certain kind of beha ior ! 9or e.ample, a business club preferred manager because he belie es a good place for business meetings 1 prefer another social club atmosphere 1 while another prefers because they are interesting programs ! These different reasons can e.plain the same beha ior , in turn, complicates the process of inferring moti ation from beha ior! "ersonality , social, e.perience , group influences and other factors may impact on moti ation! (n addition , the reason may also be the result of different beha iors ! 9or e.ample , if an employee wants to promote , it will seek to obtain an e.cellent performance in his work ! Another employee who also wants to promote, you can try to 6 scare 6 the head to achie e the ob*ecti e , and the other is retained in all actions that could discredit ! These three managers ha e the same reason but different beha iors to achie e the desire ! Manager prosperity really concerned company continually e aluates its working people ! Moti ational factors ! 9actors determining employee moti ation to obtain good results can be grouped as follows 39igure :!1! 4 7anuary ! (nternal factors or indi idual , including perception tasks , attitudes, needs, interests , beha iors, alue systems , etc! 9ebruary ! >amely e.ternal factors or organi#ational and incenti e pay system , specifying tasks , group work, system control 5 sur eillance , internal communication system , leisure etc! 5 >eed 5 need , necessity 5 Attitude 5 *ust to be or act of a person&s beha ior 5 (nterest 5 concern to achie e success , an ad antage #eal action filed in satisfaction of certain needs 5 Eeha ior 5 to wear, to ha e a certain conduct 5 Dalue 5 the sum of qualities that gi e alue to something or people measure the degree to which someone or something is appreciated 1 importance , significance , alue , merit! The two categories of interacting factors determining the le el of moti ated beha ior , and human adaptability to different situations ! =etermine needs , balancing the physical, mental and spiritual ! This equilibrium is fragile , howe er , in that a new need arises immediately after a need has been satisfied , causing a new imbalance that makes the indi idual to remoti e#e !

Manager , depending on the reaction to the consequences of the beha ior of subordinates can influence *ob satisfaction and thus performance ! 2tudying arious moti ational theories aims to highlight its ad antages disad antages that could cause their in ol ement in strategies and policies of firms! There are theories that e.amines organi#ational factors and theories that analy#e indi idual factors , as are also theories that combine the two categories of factors in e.plaining human beha ior at work! These theories will pro ide the ideal strategy to moti ate staff of a company ! The moti ation for the work is primarily a personal matter , which can be influenced by organi#ational policies and strategies ! Bhen the question of what an employee works more or better than another in the same endowment and reward , appears the idea that producti ity differences are based on differences between people reflected in indi idual factors , including those moti ational ! :!' 2ources of moti ation to moti ate people in their work means to them monetary reward contribution to the progress of the company, initiati e , effort and success , but especially to de elop its own utility gi en the sub*ecti e dimension of work! And it is not enough to impro e some features isible labor and its rewards , but ha e made some progress in mental representations on work at the firm where she carries out its products ! %b*ecti e dimension of work used as the main source of inequality in rewarding moti ational effects work ! (n a company or an economy equal distribution of income demoti ating effect ! =ifferentiation monetary rewards based on effecti eness , skill and success is an effecti e way of reasoning ! 9irms led egalitarian wage policy ha e long known failures ! Thus, acti e and talented indi iduals who were not different assessment sought a way to lea e the organi#ation or country preferring emigration ! =epending on the profile , strategy and culture , the company can create a payroll system and benefits moti ating materials without de iating from the rules of competition and equity management ! The sub*ecti e dimension of work! Moti ating 9actors that may increase the sub*ecti e alue of work, taking into account the particularities of situations and people , and which the managers could reflect am / measuring the success of employees1 setting ambitious goals to incite competition1 continuous information about the financial situation and the progress of the ob*ecti es 1 encouraging initiati e and new to the company 1 establishing a creati e climate in team work by increasing the autonomy and freedom in decision making etc! >umerous studies ha e pointed to the fact that many types of indi iduals can be moti ated in their actions *ust as well in other ways than money , materials ! (n 6 9orm and content of industrial democracy 6 published in 8ondon in 1<H< are highlighted se en psychological needs causing the man to work / 1 5 the need to employ physical strength a little monotonous work 1 $ 5 need to learn on the *ob 1 ' 5 need to know the nature of work and how that can be achie ed 1 + 5 need to make decisions and take initiati e1 ; 5 need positi e social contact and recognition within the organi#ation 1 H 5 need to put the work in the ser ice of the company&s goals and to tie life of the community1 I 5 future security needs ! Unlike the classical approach , today attaches more importance to comfort satisfaction type !

Task + ,now the mechanism for the cessation of employment =efinition of indi idual labor contract that we find in art ! 1J of the 8abour @ode is F labor contract is a contract under which an indi idual named employee undertakes to perform work for and under the authority of an employer , person or entity , in e.change for a wage The wages called F ! @ontract work , the person becomes the employer , assuming the rights and obligations stipulated in the labor laws in the collecti e labor contract and labor contract ! =efinition of the labor contract is incomplete , assuming the doctrine task complete it from its true content , ie the elements that characteri#e it ! The definition should reflect the need to highlight what is specific to this contract and that sets it apart from any other contract in the case of the supply of labor 3 contract term, contract ser ice pro ision 4 ! The specific elements of the labor contract are / K His conclusion is based on the parties& consent , in writing, in Romanian1 K %bligatory signing labor contract the employer 3 F )mployer is any person or entity may , by law, to hire labor based on indi idual labor contract F 4 K "ro ision of certain employment and remuneration pro ided by law and conciliation parties K @ontract of indefinite duration , and the e.ception of limited duration , as e.pressly pro ided by law1 K 8egal subordination relationship between employee and employer! Eased on the elements presented abo e , we can define the labor contract as that written agreement by which an indi idual, the reali#ation of the right to work, undertakes to pro ide to the other @ontracting "arty its workforce to pro ide some acti ity in a certain professions , functions or specialties , in a particular locality or *urisdiction and obser e labor discipline and the employer , in turn, is obliged to pro ide the conditions necessary for the protection of life and health and remunerated work performed in relation to legal and appropriate negotiation partilor!; =ue to the importance that has indi idual labor contract is widely considered as one of the most important institutions of labor law and , while small source of legal relationship work ! @ontract work being done by the parties , its pro isions must be obser ed , thus achie ing stability in work ! Any change to the contract , legal symmetry principle , should occur all the same way, ie by agreement of the same parts , and termination can take place only in cases pro ided with the conditions and legal procedures ! (n the legal guarantees that ensuring the implementation of the right to work and stability in employment, enroll and legal pro isions go erning termination of munca!H Through numerous legal pro isions co ered ways , reasons , conditions, procedure and effects of termination of employment , of enforcing these pro isions and their liability for breach ! Also this regulation contributes to greater stability of staff, diminishing unnecessary fluctuation of staff, and to protecting the interests of employees! This paper aims to e.amine the termination of the labor contract in all cases stipulated by the 8abour @ode , the termination procedure and effects !