RELAIILE DE MUNC N REPUBLICA MOLDOVA DIN PERSPECTIVA COMPANIILOR

LABOUR RELATIONS IN THE REPUBLIC OF MOLDOVA: COMPANIES VIEWPOINT

RELAIILE DE MUNC N REPUBLICA MOLDOVA DIN PERSPECTIVA COMPANIILOR

LABOUR RELATIONS IN THE REPUBLIC OF MOLDOVA: COMPANIES VIEWPOINT

Studiul Relaiile de Munc n Republica Moldova din perspectiva companiilor a aprut cu sprijinul nanciar al Programului Naiunilor Unite pentru Dezvoltare i Guvernului Belgiei. The study Labour relations in the Republic of Moldova companies viewpoint was published with the nancial support of the United Nations Development Programme and Government of Belgium.

Coordonator:

Expert-Grup

Redactare limba romn: Igor Guzun English language editing: Steven Youngblood Fotograi/Photos: Design: UNDP/ Julie Pudlowski Ion Axenti

Opiniile exprimate n acest studiu nu reect neaparat viziunea i politicile ociale ale PNUD sau Guvernului Belgiei. The opinions expressed in the study do not necessarily reect the ocial views and policies of UNDP and Government of Belgium .

Cuprins
ARGUMENT ..................................................................................................................... 4 INTRODUCERE ............................................................................................................... 5 1. METODOLOGIE ................................................................................................ 6 2. PROFILUL COMPANIILOR PARTICIPANTE LA SONDAJ ........................ 7 3. PRIORITILE MANAGEMENTULUI DE RESURSE UMANE ................. 8 4. NCADRAREA PRIORITILOR MANAGEMENTULUI DE RESURSE UMANE N BAZA LEGAL ACTUAL ...........................19 5. NIVELUL DE COLABORARE AL COMPANIILOR CU AUTORITILE PUBLICE ......................................................................22
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6. POSIBILITILE DE REINERE A ANGAJAILOR N CADRUL COMPANIILOR .......................................................................23 7. EVALUAREA ETICII MUNCII I A ATITUDINII ANGAJAILOR FA DE ACEASTA ..........................................................25 CONCLUZII ....................................................................................................................27 RECOMANDRI PENTRU AUTORITI ..................................................................29 RECOMANDRI PENTRU COMPANII .....................................................................30

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Table of contents
ABOUT THE STUDY ....................................................................................................32 INTRODUCTION ..........................................................................................................33 1. METHODOLOGY ..........................................................................................34 2. PROFILE OF COMPANIES PARTICIPANT IN THE SURVEY ............... 35 3. PRIORITIES OF HUMAN RESOURCES MANAGEMENT .....................36 4. HUMAN RESOURCES MANAGEMENT PRIORITIES MEETING CURRENT LEGAL FRAMEWORK ..........................................45 5. COMPANIES COOPERATION LEVEL WITH PUBLIC AUTHORITIES .....................................................................48 6. OPPORTUNITIES FOR EMPLOYEES RETENTION ...............................49 7. ASSESSEMENT OF WORKING ETHICS AND EMPLOYEES ATTITUDE TOWARDS IT ....................................................51 CONCLUSIONS .............................................................................................................53 RECOMMENDATIONS FOR THE AUTHORITIES ..................................................55 RECOMMENDATIONS FOR THE COMPANIES .....................................................56

ARGUMENT
Studiul Relaiile de munc n Republica Moldova din perspectiva companiilor a fost realizat n cadrul proiectului Promovarea Responsabilitii Sociale Corporative i constituirea Reelei Locale a Pactului Global n Republica Moldova, implementat de ctre Centrul Analitic EXPERT-GRUP i nanat de Programul Naiunilor Unite pentru Dezvoltare n Moldova i Guvernul Belgiei. Reeaua Local a Pactului Global a fost constituit n Republica Moldova n noiembrie 2006. Pentru identicarea subiectelor i problemelor de interes major pentru companiile membre ale Reelei, EXPERT-GRUP a efectuat un sondaj, care a constatat c relaiile de munc reprezint o preocupare continu a companiilor. Acest studiu constituie o ncercare de a oferi mai multe informaii i idei n domeniul relaiilor de munc. Autorii studiului sunt dr. Alic Brc, confereniar universitar la Academia de Studii Economice din Moldova, i drd. Alexandru Gamanji, economist la EXPERT-GRUP. Sondajul sociologic 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 mai mare i orienteaz organizaiile spre noi aspiraii. Schimbrile contextuale ridic n faa ntreprinderilor o multitudine de provocri concureniale, care le oblig s implice funciunea de resurse umane n efortul de asigurare a acestora cu un personal necesar ce le poate oferi competitivitate att pe plan naional, ct i internaional. Reorganizarea i restructurarea funciunii de resurse umane n cadrul companiilor solicit eforturi substaniale, prin sensibilizarea managementului superior, precum i competene din partea persoanelor care urmeaz s realizeze acest lucru. Iat de ce unele companii au reuit s restructureze funciunea de resurse umane, n timp ce altele se mai a n proces de reorganizare. Managementul resurselor umane poate inuenat att de factori ai mediului intern, ct i de factori ai mediului extern. Printre factorii interni ce determin administrarea resurselor umane se numr predispunerea managerilor superiori la reorganizarea funciunii de resurse umane, capacitile angajailor din subdiviziunea de personal, insuciena resurselor nanciare necesare pentru restructurarea funciunii etc. Factorii de natur extern pot : accentuarea decitului de specialiti pentru anumite domenii de activitate i profesiuni pe piaa forei de munc, progresul modest al companiilor ce presteaz servicii de dezvoltare profesional continu, activitatea sindicatelor etc. Scopul studiului const n identicarea dicultilor cu care se confrunt companiile n raport cu angajaii lor, analiza relaiilor de munc stabilite ntre angajai i patroni, a modalitilor de soluionare a problemelor angajailor n cadrul organizaiilor, precum i examinarea modului n care aceste probleme sunt reectate n legislaia muncii. Autorii studiului au realizat o cercetare sociologic prin chestionare, care a cuprins 55 de companii de pe teritoriul Republicii Moldova. Chestionarul a fost adresat managerilor de resurse umane din cadrul companiilor sau patronilor, n cazul n care n companii 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 fundamentarea unor decizii manageriale, guvernamentale, regionale sau locale viznd eventualele intervenii corective.

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1. METODOLOGIE

Studiul Relaiile de munc n Republica Moldova din perspectiva companiilor au fost realizat n perioada mai-iunie 2007. n acest studiu autorii au ncercat s ofere o imagine a situaiei curente a resurselor umane i a administrrii acestora aa cum se prezint ea n momentul de fa. De aceea cercetarea a fost efectuat n mai multe etape:
n MOLDOVA 1. Pregtirile pentru procesul de cercetare. Aceast etap a inclus elaborarea programului de cercetare i selectarea surselor de informare mai multe ntreprinderi din Republica Moldova, diferite att dup genul de activitate, ct i dup numrul de personal. 2. Realizarea unui focus-grup cu reprezentani ai apte companii cu scopul de a identica elementele de baz care trebuie incluse n studiu. 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.

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n timpul interpretrii datelor procesate, au fost utilizat o varietate larg de metode de cercetare, capabile s asigure o evaluare ct mai corect a situaiei curente: deducia, inducia, analiza calitativ, sinteza, abstractizarea tiinic. Aceast abordare se explic prin faptul c orice comportament al subiecilor 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, care inueneaz deciziile aferente administrrii resurselor umane.

2. PROFILUL COMPANIILOR PARTICIPANTE LA SONDAJ

Conguraia companiilor participante la sondaj se prezint n felul urmtor (gura nr.1). Figura nr.1. Structura organizaiilor n funcie de numrul de angajai

Companiile care au participat la acest sondaj aparin unor domenii diferite de activitate. Figura nr. 2 descrie structura ntreprinderilor n funcie de domeniul lor de activitate. Figura nr. 2. Structura organizaiilor n funcie de domeniul de activitate

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3. PRIORITILE MANAGEMENTULUI DE RESURSE UMANE

n cadrul cercetrii sociologice, companiile participante la sondaj au avut posibilitatea s evidenieze, din multitudinea de activiti din domeniul managementului de resurse umane, maximum trei aciuni pe care acestea le consider a cele mai importante pentru organizaie. Tabelul nr.1 prezint activitile din domeniul managementului resurselor umane considerate ca ind cele mai importante pentru companiile implicate n aceast cercetare. Organizarea personalului (structura organizatoric, descrierea i specicaia posturilor) Companiile din ar se a deocamdat n proces de reajustare structural a 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 comasarea lor n subdiviziuni separate pe criteriul similitudinii, elaborarea descrierilor i specicaiilor pentru posturile respective. Anume aceasta este activitatea de baz n managementul resurselor umane, iar celelalte activiti depind de modul n care este realizat demersul respectiv. Tabelul nr.1. Activitile din domeniul managementului resurselor umane considerate ca ind cele mai importante pentru companiile incluse n studiu
n ordinea importanei Activitile din domeniul managementului de resurse umane Organizarea personalului (structura organizatoric, descrierea i specicaia posturilor) Asigurarea cu personal (planicarea, recrutarea i selecia personalului) Dezvoltarea profesional a personalului Evaluarea performanelor profesionale Recompensarea personalului Securitatea i sntatea n munc Relaiile cu angajaii (comunicare, implicare i participare, relaiile cu sindicatele) Asigurarea anselor egale Elaborarea i reajustarea politicilor de personal 5.6% 1.9% 9.3% 3.7% 1.9% n primul rnd 29.6% 22.2% 22.2% n al doilea rnd 14.8% 29.6% 22.2% 1.9% 5.6% 9.3% 7.4% 5.6% 9.6% 28.8% 17.3% 13.5% 1.9% n al treilea rnd 1.9% 5.8% 17.3% Rspuns multiplu 46.3% 57.6% 61.7% 1.9% 20.8% 40,0% 34,0% 22.8% 3.8%

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Asigurarea cu personal (planicarea, recrutarea i selecia personalului) Asigurarea cu personal care cuprinde planicarea, recrutarea i selecia constituie o prioritate pentru majoritatea organizaiilor, pentru c acestea sunt activiti relativ noi pentru specialitii din domeniul resurselor umane. De asemenea, asigurarea organizaiei cu personalul necesar (gura nr. 3), att din punct de vedere cantitativ, ct i calitativ, reprezint un obiectiv strategic ce nu poate neglijat. La momentul efecturii studiului, 50,0% din organizaiile respondente au menionat c au un decit de personal n cadrul companiei, n timp ce 50,0% nu au motive de ngrijorare privind insuciena de resurse umane n cadrul ntreprinderii. Figura nr.3. Categoriile de angajai de care organizaiile au nevoie
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Decitul de personal calicat este determinat de emigrarea unei pri din populaia apt de munc n strintate, dar i de faptul c meseriile i profesiile oferite de colile profesionale i polivalente nu mai sunt att de atractive pentru tineri. Totodat, dotarea tehnicio-material a acestor instituii este sub nivelul rigorilor minime de activitate, iar prolul specialitilor i calicarea absolvenilor nu corespund cererii existente pe piaa muncii. Dei, n ultimii ani, instituiile de nvmnt superior i colegiile au pregtit cei mai muli specialiti pentru piaa forei de munc, problema cadrelor de calicare nalt persist. O posibil cauz a situaiei ar putea incapacitatea responsabililor din cadrul departamentului de resurse umane de a identica corect specialitii cu adevrat calicai. Aceeai situaie este caracteristic i pentru managerii de nivel mediu i superior de care organizaiile duc lips de cele mai multe ori. Avnd n vedere c 6,7% dintre organizaiile care nregistrau un decit de personal aveau nevoie mai ales de personal auxiliar, putem concluziona c nu exist o colaborare cu ageniile teritoriale pentru ocuparea forei de munc. Aici, de cele mai multe ori, persoanele cu nivele de calicare inferioar sau fr o meserie/profesie solicit informaii i servicii pentru a le facilita ncadrarea n cmpul muncii.
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Cauzele decitului de personal sunt multiple, ns cea mai important este lipsa forei de munc cu calicarea necesar (gura nr. 4). Figura nr.4. Cauzele decitului de personal n cadrul organizaiilor

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Analiznd cauzele decitului de personal, putem constata c, la etapa actual, organizaiile solicit un standard mai nalt de profesionalism i de competene, att fa de proprii angajai, ct i fa de potenialii lucrtori. Pe de alt parte, am putea deduce c instruirea profesional a tinerilor n instituiile de nvmnt este realizat sub nivelul ateptrilor ntreprinderilor. n acelai timp, exist i probleme interne ale organizaiilor, legate, n mare msur, de abilitile specialitilor din domeniul resurselor umane i ale patronilor de a identica persoanele potrivite pentru posturile vacante. O cauz distinct vizeaz nivelul salariului oferit. Astfel, deseori, potenialii candidai accept mai degrab s plece la munc n strintate dect s lucreze n ar cu un salariu insucient pentru ntreinerea familiei. Pentru a evita decitul de personal, organizaiile aplic diferite metode de recrutare a angajailor. Acestea sunt prezentate n gura nr. 5. Figura nr. 5. Metodele de recrutare folosite de organizaiile participante la sondaj

Prin urmare, putem observa c organizaiile din ar s-au adaptat la mediul concurenial i contientizeaz faptul c pentru a atrage n companie cele mai bune persoane trebuie s aplice simultan o multitudine de metode de recrutare a personalului. Totodat, eciena recrutrii n organizaie nu depinde doar de metodele de recrutare folosite, ci i de alte aspecte ce trebuie luate n consideraie de ctre patroni sau specialitii din domeniul resurselor umane. Printre acestea gureaz reputaia pe plan naional sau local a organizaiei, nivelul de salarizare aplicat, avantajele nesalariale i condiiile de munc, sigurana locului de munc, posibilitile de completare a studiilor 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 gura nr. 6. Figura nr. 6. Criteriile de selecie a muncitorilor
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Figura nr. 7. Criteriile de selecie a specialitilor

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

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Figura nr. 7 prezint criteriile de selecie aplicate de organizaii n cazul specialitilor.

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Este cert faptul c n procesul de selecie a personalului organizaiile iau n consideraie nu doar studiile, dar pun accent i pe nivelul de cunotine profesionale. Diplomele de absolvire cu succes a studiilor sunt mai puin relevante n ultimul timp. Acum este nevoie de un set de cunotine i competene profesionale acceptat de ctre organizaii. Bineneles, sunt cutate persoane ct mai bune din punct de vedere profesional, ns xarea unui nivel prea nalt de calicare face mai dicil atragerea de candidai i provoac nemulumire, atunci cnd acetia constat c abilitile lor nu sunt apreciate. Pentru a putea identica persoanele cele mai potrivite pentru posturile vacante, organizaiile aplic diferite instrumente de selecie a candidailor, prezentate n gura nr.9.
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Figura nr. 9. Instrumentele de selecie aplicate de organizaiile din ar pentru diferite categorii de angajai

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Aadar, ecare companie utilizeaz, n funcie de specicul activitii sale i de posturile vacante, diferite instrumente de selecie a candidailor. Aici ntreprinderile iau n consideraie propria politic n acest domeniu, cultura organizaional i atitudinea managerilor superiori fa de angajarea persoanelor noi. n procesul de angajare a personalului, organizaiile se orienteaz spre anumite categorii, n funcie de politicile promovate. Figura nr. 10 exemplic cteva categorii de persoane spre care se orienteaz ntreprinderile n timpul angajrii.

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

O problem alarmant o reprezint i diferena mare dintre cunotinele profesionale deinute i cele solicitate de ctre organizaie, iar problema se amplic n cazul specialitilor i managerilor (gura nr. 12 i gura nr. 13). Decalajul semnicativ dintre cunotinele profesionale pe care le posed candidaii i cele solicitate de organizaie pentru tinerii specialiti i manageri trebuie s pun n gard instituiile de nvmnt care se ocup de pregtirea profesional a acestora. Iat de ce la elaborarea planurilor de studii i a standardelor de formare profesional instituiile trebuie s in cont de doleanele ntreprinderilor care activeaz n economia real. Figura nr.12. Decienele pe care le au tinerii specialiti

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Organizaiile se orienteaz, n special, spre persoanele tinere, ns anume acestea se confrunt cu cele mai mari diculti la angajarea n cmpul muncii datorit lipsei de experien.

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

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Ct privete dicultatea de adaptare la mediul organizaiei, cu care se confrunt mai frecvent tinerii manageri, aceasta poate condiionat i de responsabilitatea mai mare pe care ei trebuie s i-o asume. n multe cazuri, ea le confer o anumit doz de nencredere n activitile pe care le realizeaz. Dezvoltarea profesional a personalului Capitalul intelectual constituie un avantaj competitiv pentru ecare organizaie ce i permite s se ae n top. Este important pentru companii s-i dezvolte capaciti de a gsi, a asimila, a remunera i a pstra un capital uman, format din persoane nzestrate cu cunotine i competene. ntreprinderile au nevoie de asemenea persoane, care pot s susin evoluia unei organizaii receptive att la cerinele clienilor, ct i la oportunitile pe care le deschide dezvoltarea rapid a tehnologiilor. Pentru a dispune de angajai bine pregtii din punct de vedere profesional, companiile trebuie s aloce resurse nanciare suciente pentru dezvoltarea cunotinelor i abilitilor profesionale ale propriului personal (gura nr. 14). Figura nr.14. Aprecierea surselor nanciare alocate pentru instruirea angajailor
INSUFICIENTE 2.0% 9.8% 21.6% 23.5% 15.7% SUFICIENTE 27.5%

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Att managerii de resurse umane, ct i patronii contientizeaz, n mare msur, nivelul redus al surselor nanciare folosite pentru instruirea profesional a angajailor. n acest caz, este necesar respectarea legislaiei n vigoare, care prevede alocarea a cel puin 2% din fondul de salarizare pentru instruire. Exist mai multe cauze pentru care organizaiile ce ofer puine fonduri bneti pentru instruirea angajailor (gura nr. 15).

Figura nr. 15. Cauzele care determin alocarea insucient a surselor nanciare pentru instruirea angajailor

Analiza gurii nr. 15 ne permite s concluzionm c n multe cazuri (peste 50%) instruirea profesional nu reprezint o prioritate pentru companii, ind nclcat n acelai timp i legislaia n vigoare n materie de instruire. Pentru a reduce cheltuielile, instruirea profesional se desfoar de cele mai multe ori n cadrul organizaiei. De obicei, muncitorii sunt cei care au fost cel mai frecvent instruii la ntreprindere, aceasta ind considerat metoda cea mai ecient (gura nr. 16). Figura nr.16 Locul desfurrii instruirii profesionale a propriilor angajai
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Avnd n vedere c instruirea profesional pentru toate categoriile de angajai este realizat n principal pe teritoriul Republicii Moldova, ar oportun s cunoatem care este nivelul de dezvoltare al pieei educaionale n domeniul instruirii profesionale continue. Acest nivel poate determinat de organizaii n funcie de calitatea serviciilor educaionale oferite de centrele specializate de instruire profesional. Dei piaa educaional din ar n domeniul instruirii profesionale continue se a ntr-o etap de dezvoltare, fr a cunoate o anumit maturitate, organizaiile participante la sondaj au formulat un diagnostic al acesteia (gura nr. 17).

Evalurile companiilor relev c piaa educaional n domeniul instruirii profesionale continue este n proces de formare, ceea ce nu ne permite s vorbim despre un nivel nalt de dezvoltare al acesteia. Organizaiile nu sunt pe deplin mulumite de actualii actori care activeaz pe aceast pia, iar apariia de noi actori n domeniu va doar n folosul ntreprinderilor beneciare. Fenomenul va conduce, n primul rnd, la sporirea concurenei ntre organizaiile prestatoare de astfel de servicii, iar, n al doilea rnd, la mbuntirea calitii serviciilor prestate, centrate pe client. Figura nr. 17. Nivelul de dezvoltare al pieei educaionale n domeniul instruirii profesionale continue

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Nivelul de dezvoltare al pieei educaionale n domeniul instruirii profesionale continue poate determinat i de calitatea programelor de instruire profesionale, oferite de centrele specializate de instruire din Republica Moldova (gura nr. 18). Figura nr. 18. Evaluarea calitii programelor de instruire profesional oferite de centrele specializate de instruire

Remarcm c nivelul calitativ al programelor de instruire profesional continu, propuse de centrele specializate, nu este chiar cel mai bun. Dimpotriv, n unele situaii, las mult de dorit. n acest caz, centrele specializate n instruire continu a angajailor trebuie s plece, n procesul de elaborare a programelor de instruire, de la cerinele i doleanele ntreprinderilorclient, identicnd, totodat, problemele cu care acestea se confrunt n administrarea organizaiei.

Instruirea profesional continu conduce la sporirea productivitii muncii, la creterea calitii produselor i a serviciilor oferite etc. (gura nr. 19). Aadar, instruirea profesional are efecte benece asupra evoluiei ulterioare a organizaiei. De aceea, managementul superior al ntreprinderilor trebuie s acorde o atenie deosebit acestui subiect i s ncerce s gseasc posibiliti de sporire a surselor nanciare n aceast sfer de activitate, lund n calcul avantajele pe termen lung. Figura nr. 19. Beneciile obinute de organizaii n urma instruirii profesionale continue a angajailor

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Prioriti ignorate Putem constata c organizaiile acord puin atenie activitii de evaluare a performanelor, ceea ce este inadmisibil n condiiile economiei concureniale, unde performana este elementul care face diferena ntre companii i asigur competitivitatea lor n raport cu alte ntreprinderi. Acest element trebuie luat n considerare att la stabilirea salariului, ce permite departajarea veniturilor ntre angajai n funcie de performan, ct i la avansarea acestora pe scara profesional. Printre prioritile mai puin importante se situeaz recompensarea personalului, securitatea i sntatea personal n procesul muncii, relaiile i comunicarea cu angajaii, implicarea i participarea, precum i asigurarea anselor egale pentru toi angajaii. De asemenea, companiile acord mai puin nsemntate activitii de elaborare i reajustare a politicilor de personal. Aceasta ne permite s concluzionm c organizaiile nu dispun de politici 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 RESURSE UMANE N BAZA LEGAL ACTUAL

Legislaia muncii este unul din aspectele-cheie care reglementeaz prioritile companiilor n domeniul raporturilor de munc. Practica din Republica Moldova, conrmat i de rapoartele anuale ale Inspeciei Muncii, demonstreaz c multe companii se confrunt cu diculti privind respectarea 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 de stat), securitatea i sntatea muncii (prestarea muncii n condiii de risc profesional sporit) etc. n contextul stipulrilor din Codul Muncii, prezentm n gura nr. 20 atitudinea companiilor fa de sindicatul organizaiei. Observm c, n linii mari, jumtate din companii au o atitudine bun fa de sindicate, indc acestea particip mpreun cu administraia la elaborarea deciziilor legate de raporturile de munc. Atitudinea mai puin bun (n realitate chiar ostil) fa de sindicatul unitii se explic prin condiiile nefavorabile de munc existente n cadrul organizaiilor, precum i prin remunerrile mici etc. Bineneles c apariia organului sindical n cadrul ntreprinderilor ar intensica responsabilitile administraiei pentru personalul organizaiilor. Cu regret, multe companii nu doresc s-i asume aceste responsabiliti. Iar lipsa atitudinii fa de sindicatul unitii este motivat pur i simplu de inexistena organului sindical. Deci, n multe cazuri, deciziile privind raporturile de munc ntre patron i angajai sunt adoptate unilateral, ceea ce inueneaz 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 realizarea prioritilor n domeniul managementului de resurse umane este angajarea n cmpul muncii, contrar cadrului legal, a persoanelor cu vrsta pn la 18 ani (gura nr. 21). n general, companiile nu sunt interesate s angajeze, cel puin sezonier, elevi sau studeni, chiar dac resimt o lips acut de muncitori permaneni. Cauza principal formulat de companii este c minorii nu pot sancionai pentru nclcarea legislaiei muncii i c productivitatea muncii acestora este sczut. Totodat, studenii sunt mai solicitai dect elevii, iar cele mai multe oferte sunt pentru biei. Adolescenii sunt angajai cel mai frecvent n unitile comerciale i de alimentaie public. Figura nr. 21. Numrul companiilor n care exist persoane angajate cu vrsta pn la 18 ani

Motivele angajrii persoanelor minore sunt ilustrate de gura nr. 22. Principala concluzie vizeaz faptul c, angajnd minori, companiile nu ncheie cu ei contracte de munc i deci nu pltesc la bugetul de stat contribuii de asigurri medicale, asigurri sociale, impozite etc. Iar lund n calcul c minorii nu cunosc legislaia muncii, organizaiile nu-i asum practic nici o obligaie, spre deosebire de situaia n care ar ncheia un contract de munc. Cu toate acestea, ntreprinderile sunt ameninate i de riscuri. Angajarea minorilor n lipsa personalului calicat pentru posturile respective conduce la executarea sarcinilor de munc la un nivel inferior obligaiilor funcionale din cauza lipsei cunotinelor i aptitudinilor profesionale; sporirea riscurilor de producere a accidentelor de munc datorit nivelului slab de pregtire sau lipsei acesteia n domeniul securitii i sntii muncii; tensionarea climatului moral-psihologic n rndul colegilor datorit stereotipului, conform cruia minorii nu sunt cei mai potrivii pentru postul respectiv, cci trebuie supravegheai n permanen, perturbnd executarea sarcinilor de munc a celorlali colegi.

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Figura nr. 21 demonstreaz c, dei companiile aeaz o pruden fa de persoanele cu vrsta sub 18 ani, tinerii respectivi sunt angajai n diferite posturi. Pe de alt parte, administraia ntreprinderilor trebuie s manifeste o atenie sporit pentru condiiile de munc ale adolescenilor, datorit vulnerabilitii sporite a acestora fa de cunoaterea legislaiei muncii i a specicului activitilor de producie.

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Figura nr. 22. Motivele angajrii persoanelor minore n cadrul companiilor

Argumentul angajrii minorilor prin demonstrarea competenelor profesionale solicitate de organizaie pare s e unicul argument plauzibil, care merit a luat n calcul. Pn la urm, totul depinde de specicul sarcinii de munc ncredinat minorului. De exemplu, nu poate comparat profesia de chelner cu cea de lctu etc.
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n acest context, majoritatea companiilor consider c legislaia muncii este neclar. Confuziile se refer la:
art. 142, p.5 al Codului Muncii al Republicii Moldova plata integral a salariului soului, soiei, copiilor majori sau prinilor defunctului art. 244 rspunderea pentru nclcarea normelor de protecie a muncii.

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Simultan, foarte multe propuneri se axeaz pe minimizarea impozitului pe venit al persoanelor zice; reducerea plilor de asigurri sociale i asigurri medicale; modicarea legislaiei cu privire la concediere simplicarea procedurii de concediere (modicarea art. 86 al Codului Muncii al Republicii Moldova); contractele individuale de munc i carnetele de munc (art. 66 al Codului Muncii); vrsta de pensionare; bugetul asigurrilor sociale de stat i salarizare. Unele propuneri se refer la:
elaborarea i implementarea normelor privind instruirea angajailor pentru 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 cu scopul excluderii interpretrii voluntare a legislaiei scale de ctre inspectoratele scale.

Desigur, merit atenie propunerea cu privire la reducerea impozitului pe venitul persoanelor zice. Cu regret, contrar aceste propuneri, Ministerul Finanelor a naintat n luna mai 2007 spre examinare Guvernului scala progresiv de impozitare a veniturilor persoanelor zice pentru anul 2008, care, n opinia noastr, nu corespunde necesitilor pieei muncii din ar. Armaia noastr este susinut de faptul c statele care aplic scale pro-

gresive de impozitare au un nivel de dezvoltare economic mult mai nalt dect Republica Moldova, iar fundamentul societii l constituie clasa de mijloc, care este majoritar. Ca urmare, diferenierea veniturilor permite impozitarea preferenial a lor, respectnd astfel echitatea social. n acest context, este ridicol s credem c venitul anual al unui angajat din Republica Moldova, depind 25201 lei (2100 lei lunar) i impozitat la cota de 18%, poate compatibil cu remunerarea muncii clasei de mijloc. De aceea, Confederaia Naional a Sindicatelor din Republica Moldova trebuie s inueneze, prin prghiile de care dispune, posibila hotrre a Guvernului privind 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 i pentru stat. Problema are la baz cauze multiple interdependente: criza demograc cauzat de plecarea masiv peste hotare a populaiei apte de munc, funcionarea nesatisfctoare a sectorului real al economiei etc. Volens-nolens, datorit sporirii continue a numrului de pensionari, presiunea asupra bugetului asigurrilor sociale de stat crete cu ecare an, chiar dac lum n calcul cuantumul actualelor pli. Majoritatea rilor lumii se confrunt i ele cu asemenea situaii. Totodat, considerm c nu toate propunerile nominalizate de companiile participante la sondaj sunt fundamentate. Astfel, procedura de concediere este destul de clar, deoarece stipuleaz concret situaiile de concediere. De aceea, nu este real simplicarea, de exemplu, a art. 86, 87, 88 ale Codului Muncii al Republicii Moldova pn la doar cteva cazuri de concediere, indc aceasta ar crea o stare ambigu ce poate complica i mai mult procedura de concediere. Prin analogie, anularea prevederilor legislaiei muncii cu privire la femeile nsrcinate este n contradicie cu drepturile fundamentale ale omului, stipulate de legislaia naional (art. 43, p.2 i art. 50, p. 1 ale 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 CU AUTORITILE PUBLICE

Informaiile colectate prin intermediul focus-grupurilor (premergtoare sondajului) au atestat un nivel limitat de colaborare ntre companii i autoriti. Caracterul lipsit de punctualitate al autoritilor, utilizarea unui stil rece, iar uneori ostil, agresivitatea verbal, centrarea predilect pe sanciuni i operarea cu aprecieri negative, lipsa de nelegere fa de problemele companiilor i necesitile lor de dezvoltare etc. acestea sunt principalele diculti care apar n relaia dintre autoriti i administraia companiilor. n acelai timp, companiile sunt nemulumite de controalele frecvente efectuate de autoriti. Majoritatea reprezentanilor companiilor declar c anume corupia i birocraia sunt obstacolele de baz n stabilirea unui dialog ecient cu organele administraiei publice centrale i locale. n aceast situaie, colaborarea este mai mult formal. De regul, obieciile companiilor sunt mai degrab trecute cu vederea de ctre autoriti. n context, companiile consider c nu pot participa n mod real la elaborarea legislaiei muncii, scale etc. Totodat, lipsa unei cooperri ntre companii i autoriti este conrmat de nemulumirile ntreprinderilor vis-a-vis de controalele frecvente din partea organelor de stat, Inspeciei Muncii, Centrului pentru Combaterea Crimelor Economice i Corupiei, Serviciului Sanitaro-Epidemiologic de Stat, Serviciului Pompieri, Serviciului Standardizare i Metrologie. Pe de alt parte, lipsa colaborrii este conrmat i de rapoartele Inspeciei Muncii, care menioneaz interzicerea i nedorina patronilor de companii de a oferi acces controlorilor pe teritoriul ntreprinderilor. Astfel, majoritatea companiilor au reiterat poziia lor, potrivit creia soluionarea celor mai importante probleme educaionale, ale sistemului de asigurri sociale, ale salarizrii etc. este imposibil fr participarea reprezentanilor lumii de afaceri, care ar putea inuena politicile guvernamentale. Iar pentru atingerea acestui obiectiv este necesar o deschidere mai mare att din partea autoritilor, ct i din partea companiilor, fapt ce ar asigura schimbarea accentului de pe controale i sanciuni pe o colaborare constructiv pe termen lung.

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6. POSIBILITILE DE REINERE A ANGAJAILOR N CADRUL COMPANIILOR

Situaia economic n care se a companiile din Republica Moldova determin apariia frecvent a unor nemulumirilor legate, n special, de uctuaia mare a angajailor. Astfel, n condiiile unei concurene crescnde n afaceri, pentru orice organizaie este dicil s-i pstreze colaboratorii, fr ca 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 declarat c ntreprind mai multe msuri pentru meninerea propriilor angajai: le ofer salarii mai mari, premii, condiii de munc mai bune, organizeaz odihna i srbtorile personalului, le asigur oportuniti de pregtire i perfecionare profesional etc. Totodat, unele companii ncearc aplicarea principiilor managementului participativ, asigurarea medical, acordarea creditelor fr dobnzi, salariul al 13-lea, transportul la locul de munc, vizite pentru schimb de experien, respectarea legislaiei muncii, precum i desfurarea concursurilor Lucrtorul anului, Lucrtorul lunii. Salariul reprezint principala surs de venit pentru majoritatea persoanelor angajate n cadrul unei organizaii. De aceea, muli angajai prefer salarii stabilite la un nivel care s permit un trai decent att lor personal, ct i familiei. n condiiile economiei concureniale, salariul are un caracter mai exibil, n sensul c poate stabilit individual pentru ecare angajat, innd cont, n acelai timp, de legislaia n vigoare i asigurarea unei echiti n xarea salariului. Salariile pot decise individual de ctre patronul organizaiei, sub forma de salarii personalizate pentru managerii superiori ai organizaiei sau n urma negocierilor dintre patron i sindicatul organizaiei ori conform tarifelor salariale stabilite de legislaia n vigoare etc. n gura nr. 23 este prezentat mecanismul de xare a salariului n companiile 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 va ine cont de acestea, aplicnd salarii mai mici, s-ar putea ntmpla ca peste o anumit perioad de timp organizaia s se confrunte cu probleme majore legate de uctuaia personalului.
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Figura nr. 23. Mecanismele de stabilire a salariilor n cadrul organizaiilor

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n prezentul studiu ne-am propus s identicm criteriile pe care companiile le consider cele mai importante i pe care le aplic la xarea salariilor pentru angajai. Tabelul nr. 2 citeaz aceste criterii. Prin urmare, salariul face obiectul discuiilor permanente ntre angajai i patroni i obiectul nemulumirilor din partea salariailor. ns, pentru a evita toate suspiciunile cu privire la modul de stabilire a salariului este necesar denirea clar, de comun acord cu salariaii, a tuturor criteriilor care sunt luate n consideraie i apoi informarea personalului despre coninutul acestora. Tabelul nr. 2. Criteriile luate n consideraie la xarea salariilor
n ordinea importanei Criteriile Performana n munc Vechimea n munc Complexitatea i dicultatea postului de munc Abaterile disciplinare Nivelul de participare la luarea deciziilor Salariile organizaiilor concurente 11.3% n primul n al doilea rnd rnd 58.5% 9.4% 20.8% 22.6% 26.4% 26.4% 5.7% 11.3% 7.5% n al treilea rnd 15.7% 17.6% 21.6% 9.8% 25.5% 9.8%

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7. EVALUAREA ETICII MUNCII I A ATITUDINII ANGAJAILOR FA DE ACEASTA

Etica de munc este pentru mai multe companii etalonul care trebuie respectat de ctre toi angajaii. Cu regret, cele mai multe probleme legate de acest aspect apar, de regul, printre angajaii tineri (gura nr. 24). Este alarmant faptul c tinerii muncitori nu posed un devotament fa de munc, conrmat de 52,2% din companiile respondente. Organizaiile atest n rndurile tinerilor angajai o indiferen tot mai mare fa de munc i o nedorin de asumare a angajamentelor. Pe de alt parte, lipsa devotamentului fa de munc poate 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 are implicaii deosebite asupra comportamentului n timpul muncii a angajailor tineri. Atunci cnd nivelul de cultur general este nesatisfctor, managementul companiei se confrunt cu diculti de administrare. Figura nr. 24. Decienele tinerilor muncitori

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Atitudinea nepotrivit fa de etica muncii determin apariia mai multor situaii de conict. Acest fapt devine mai evident n cazul angajailor cu performane slabe, abateri disciplinare, generatoare de conicte etc. Din gura nr. 25 constatm c, n cazul acestor angajai, o bun parte din companii recurg la msuri disciplinare (avertisment, mustrare), n corespundere cu prevederile art. 206 al Codului Muncii, fapt apreciat ca promitor, cel puin 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 mai des aplicat, n special, n cazul posturilor de rnd (ofer, hamal etc.). Ct privete posturile de calicare nalt sau de conducere, companiile trebuie s e foarte prudente, deoarece exist i msuri alternative: e mustrare (dac este pentru prima dat) sau altele.

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Figura nr. 25. Msurile ntreprinse de ctre companii n raport cu angajaii care au o atitudine negativ i nepotrivit fa de munc

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Subliniem c, de exemplu, dac este vorba de postul unui top-manager, atunci realizarea unor msuri la adresa lui va destul de complicat, deoarece chiar statutul acestuia solicit o atitudine mult mai calm i binevoitoare, n comparaie cu postul de sudor, tmplar etc. Situaia se explic prin faptul c pe piaa muncii din Republica Moldova exist un decit sporit de specialiti de nalt calicare. Ca rezultat, este uor s concediezi un top-manager i este foarte dicil s angajezi altul: top-managerul nu este o persoan pe care o putem telefona, apoi stabili imediat o ntrevedere cu ea, ca peste o zi s o vedem angajat la serviciu. Totodat, retrogradarea sau suspendarea temporar din funcie sunt msuri cu un puternic impact psihologic, care demotiveaz enorm angajatul s activeze n continuare n cadrul companiei, determinndu-l indirect s se simt njosit n ochii colegilor, pentru ca, pn la urm, s prseasc voluntar compania. De aceea, pentru reducerea probabilitii de ncadrare n munc a angajailor-problem, Departamentul de Resurse Umane trebuie s depun un efort major pentru identicarea acestora, ncepnd cu citirea CV-urilor (n situaia top-managerilor vericarea, n caz de necesitate, a motivelor pentru care a prsit prea des locurile de munc anterioare) i ncheind cu interviul de selecie i testele psihologice. Pentru crearea unei atitudini pozitive fa de munc, o parte din companii au aplicat mai multe practici, apropiate conceptului de responsabilitate social 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 profesional i obinerea experienei n domeniu perfectarea contractelor de munc cu specicarea sistemului de motivare srbtorirea zilei de fondare a companiei respectarea drepturilor angajailor neadmiterea muncii copiilor contract de munc semnat, favorabil angajatului.

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

CONCLUZII
Analiza aspectelor principiale privind raporturile de munc n cadrul companiilor a determinat formularea urmtoarelor concluzii:
1. Personalul Departamentului de Resurse Umane nu dispune ntotdeauna de un nivel de pregtire profesional necesar n acest domeniu, care s corespund rigorilor economiei de pia. O parte din angajaii departamentului sunt chiar specialiti n domeniul programrii, dar nu al resurselor umane. 2. Activitatea Departamentului de Resurse Umane deseori se reduce la nregistrarea angajailor i mobilitii lor n cadrul ntreprinderilor. Ca urmare, sunt realizate supercial, iar uneori sunt ignorate analiza resurselor umane i valoricarea lor optimal, evidena cu privire la nivelul de studii i calicare, stagiul de munc, structura personalului dup vrst (aceste date pot gsite doar n a personal a ecrui angajat) i, implicit, previziunea necesarului de personal. 3. Prioritile managementului de resurse umane ale majoritii companiilor rmn cu mult n urm fa de principiile economiei de pia. Neincluderea n lista de prioriti a unor domenii-cheie precum elaborarea i reajustarea politicilor de personal (etap care, de fapt, trebuie s constituie fundamentul administrrii personalului) sau recompensarea i evaluarea performanelor personalului diminueaz din start nivelul de ecien al managementului i rezultatele activitii economice. 4. Fiecare a doua companie se confrunt cu un decit de personal calicat (muncitori i specialiti), datorit emigrrii unei bune pri a acestuia peste hotare, dar i necorespunderii dintre pregtirea profesional din colile profesionale polivalente sau universiti i exigenele crescnde ale companiilor. Este ridicol, ns absolvenii universitilor sunt mai slab calicai dect cei ai unor cursuri specializate. Astfel, aceti posesori de licene au diculti serioase la angajare. Prin urmare, diplomele de licen, dei certic o anumit specialitate, sunt de multe ori luate n seam de ctre angajatori abia dup rezultatele seleciei. Dicultile reect eciena redus a sistemului de nvmnt preuniversitar, secundar profesional i universitar. Nu exist o colaborare, att ntre instituiile de nvmnt, ct i ntre instituiile de nvmnt i companii pentru a stabili anumite prioriti privind programele de instruire profesional. Lipsa orientrii profesionale a tinerilor, ncepnd cu ncheierea studiilor gimnaziale, este o dovad n plus a acestei situaii. Ca urmare, muli tineri sunt derutai atunci cnd ncearc s aleag viitoarea specialitate, conform aspiraiilor, intereselor, dezvoltrii zice i intelectuale. n plus, programele de studii neadecvate i starea tehnico-material modest a multor instituii nu permit combinarea armonioas a teoriei cu practica.

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5. Nivelul de dezvoltare al pieei educaionale din Republica Moldova n domeniul instruirii profesionale continue este, deocamdat, nesatisfctor. Situaia se explic prin existena unui numr restrns de centre specializate de instruire, care dein practic toat piaa. Astfel, lipsa unei concurene sntoase favorizeaz calitatea inferioar a programelor de instruire oferite companiilor de aceste centre (30% din companii au acordat programelor note negative, iar 38% note de 5 i 6). 6. Politica de remunerare a muncii n cadrul companiilor ia n calcul stabilirea mrimii salariului n funcie de performana n munc i dicultatea 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 dicultate i complexitate nalt (de exemplu, agenii comerciali, supervizorii etc.), ind salarizai n remiz sau conform metodei mixte de salarizare, nu pot pretinde la sporirea salariului, chiar n situaia depirii continue a plafoanelor stabilite de ctre patron. n rezultat, 63,3% din companii au menionat c mrimea salariului este cea mai frecvent nemulumire a angajailor. Aceasta conduce la demotivarea n munc i nu se ncadreaz n nici un fel n principiile sistemelor de salarizare similare din rile dezvoltate. 7. Organizaia sindical deine o funcie pur simbolic n cadrul companiilor, deoarece doar ecare a doua companie a declarat c dispune de sindicate. ns ele lucreaz formal i n realitate reprezint interesele patronului, nu ale salariailor. Astfel, sindicatelor din ecare a doua ntreprindere activeaz n funcie de indicaiile patronilor. Aceasta se explic att prin necunoaterea de ctre salariai a drepturilor i obligaiilor sindicatelor i ale membrilor si, ct i prin nedorina angajailor (de frica pierderii locului de munc) de a utiliza prghiile oferite de sindicate pentru soluionarea problemelor privind condiiile de munc, salarizare etc. 8. Companiile se confrunt cu anumite diculti legate de tinerii angajai. n primul rnd, este vorba de lipsa devotamentului fa de munc a acestora, o problem ce preocup att organizaiile n particular, ct i societatea n general. Tinerii de astzi doresc s activeze doar n schimbul unor salarii pe care organizaiile nu le pot oferi. 9. Statul nu depune eforturi pentru realizarea unei colaborri pe termen lung cu companiile privind legislaia ce reglementeaz raporturile de munc, n special, salarizarea personalului i asigurrile sociale, din perspectiva anselor de dezvoltare a acesteia (aplicarea unei metodologii interactive transparente, centrate pe aplicaii practice i comunicarea deschis ntre pri).

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RECOMANDRI PENTRU AUTORITI

1. Reajustarea structurii i coninutului programelor de studii liceale, secundare, profesionale i universitare n conformitate cu exigenele companiilor i ale pieei muncii, ameliorarea strii tehnico-materiale a instituiilor de nvmnt pentru a stimula deschiderea ctre cunoatere, asimilarea mai uoar i mai exact a cunotinelor i abilitilor necesare tinerilor specialiti. 2. Raionalizarea plafonrii numrului de studeni cu prol tehnic, innd cont de posibilitatea atragerii investiiilor n domeniu, capabile s racoleze absolvenii specialitilor de prol. 3. Studierea celor mai avansate practici mondiale n domeniul salarizrii i administrrii pensiilor n scopul stabilirii att a unor cuantumuri reale ale salariilor, ct i a minimizrii presiunii asupra bugetului asigurrilor sociale de stat, format din transferurile crescnde ale companiilor. De asemenea, este necesar stimularea creterii economice prin investirea sumelor acumulate n economie, crearea de noi 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 pentru funcionarii publici n scopul sporii capacitii de implementare a legislaiei muncii n teritoriu. 5. Stimularea participrii administraiei companiilor (patroni, manageri, specialiti ai Departamentului de Resurse Umane) la cursuri de perfecionare profesional n domeniul managementului de resurse 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 a conductorilor i specialitilor din cadrul companiilor. 7. Iniierea mai activ de ctre autoriti a unor aciuni comune (participarea la ntlniri ociale, foruri specializate etc.). n MOLDOVA

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RECOMANDRI PENTRU COMPANII

1. naintarea propunerilor de perfecionare a legislaiei muncii (menionate la p. 20) prin intermediul Confederaiei Naionale a Patronatelor din Republica Moldova, Asociaiei Micului Business, Confederaiei Naionale a Sindicatelor i altor structuri din care fac parte companiile. 2. Organizarea unor conferine de pres, mese rotunde, aciuni de promovare n spiritul conceptului de responsabilitate social corporativ, pentru a atrage atenia celorlali actori sociali (autoriti, mass-media, universiti, societatea civil) asupra decalajului dintre calitatea studiilor pe care le obin tinerii specialiti i exigenele reale ale companiilor. 3. Preluarea de la parteneri de peste hotare a bunelor practici privind prioritile managementului resurselor umane, cu extinderea relaiilor de colaborare existente, inclusiv prin stagii n strintate ale managerilor i specialitilor n domeniul administrrii resurselor umane. 4. ncheierea contractelor de colaborare ntre companii i instituiile de nvmnt, n vederea desfurrii ulterioare a stagiilor de practic de ctre studeni i abilitarea unor persoane concrete din partea companiilor pentru a facilita desfurarea practicii. Aceste msuri ar favoriza angajarea ulterioar a absolvenilor interesai s-i continue activitatea profesional n cadrul companiilor respective, dup cum se procedeaz n Occident. 5. Crearea unei atitudini pozitive fa de munc, ncepnd cu selecia transparent a cadrelor profesionale, motivarea pe parcursul perioadei de ncercare i continund cu relaiile de comunicare eciente, respectiv, feed-back-ul ntre administraie i angajai.

STUDIU MUNCII

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LABOUR RELATIONS IN THE REPUBLIC OF MOLDOVA: COMPANIES VIEWPOINT

ABOUT THE STUDY

This study was performed as part of the project, Promotion of the Social Corporate Responsibility Promotion and Local Network of the Global Pact establishment in the Republic of Moldova, implemented by the Expert-Grup thinktank and nancially supported by the UNDP Moldova. The Local Global Compact Network was established in the Republic of Moldova in November, 2006. In order to identify themes and issues of major interest for the Network members, Expert-Grup undertook a survey which showed that labour relations represent a continuous concern for companies. The study is an endeavour to oer more information and ideas on this issue. The authors of this study are Dr. Alic Brca, University Lecturer at ASEM, and PhD Fellow Alexandru Gamanji, economist at the Expert-Grup. The sociological study was carried out by the CBS-AXA Company.
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INTRODUCTION
Global competition in the production and service sectors is continuously increasing, pushing organizations towards new ideas and goals. Situational changes cause enterprises a great number of competitive challenges. These challenges require companies to use human resources management in an effort to provide themselves the necessary sta to ensure their competitiveness both at the national and international levels. Reorganization and restructuring of human resources management requires vital eorts to make administrative bodies sensitive to HR needs and the personnel required to facilitate change. Thus, some companies have been successful in restructuring human resources management, while others are still in the process. Human resources management can be inuenced by both internal and external environmental factors. Internal factors that can inuence human resources management include readiness of top management to recognize human resources, the abilities of employees in the personnel department, and the availability of nancial resources necessary for restructuring. External factors can include the increasing lack of specialists for some professions in the labour market, 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 their relationships with employees, work relationships between employees and employers, solutions to employees problems inside an organization, as well as problems in labour laws. The authors of this study conducted sociological research using questionnaires. The study involved 55 companies from throughout the Republic of Moldova. The questionnaire was addressed to human resources managers from companies or directly to owners when companies did not have a designated HR director.
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The study also discussed human resources management at a macroeconomic region-based or local-based level, since macroeconomic factors can be used to strengthen administrative, government, region-based or local-based HR intervention decisions.

1. METHODOLOGY

This study was conducted in May-June 2007. In this study, we tried to discover the current status of human resources and HR management. That is why the research was conducted in several phases:
1. Preparation for the research process. This phase included drafting the research program and selecting information sources the number of enterprises from the Republic of Moldova, which were selected for dierences in what they did and the size of their stas; in MOLDOVA 2. Focus-group formation with representatives from 7 companies, aimed to identify the most important elements to be measured in the study; 3. Drafting the questionnaire and performing the eld study; 4. Preparing and processing primary data; 5. Analysis of the surveyed companies responses; 6. Conclusions and formulating recommendations.

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In the interpretation of processed data, we used a large variety of research methods to ensure a more valid evaluation of the present-day situation. These methods included deduction, induction, qualitative analysis, synthesis, and the scientic abstraction process. These many methods were employed because individual behaviour is inuenced not only by objective social laws, but also by a series of subjective factors which inuence decisions in human resources management.

2. PROFILE OF THE COMPANIES WHICH TOOK PART IN THE SURVEY

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

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

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The surveyed companies include everything from utilities to agriculture. (gure no.2).

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

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3. PPRIORITIES OF HUMAN RESOURCES MANAGEMENT

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

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Sta organization (organizational structure and job description) Local organizations surveyed were still in the process of a structural re-adjustment generally and of the human resources subdivision in particular. We should take in consideration the fact that when an enterprise deals with a change, it should start with the stas organization, including an analysis of existing positions, and merging those positions when practicable. These changes also include drafting descriptions and specications for positions. This is, in fact, the most important activity in human resources management, since other activities depend on how the company implements its specied positions. Table no.1. Activities connected to human resources management considered to be the most important by companies involved in the study.
Activities connected to human resources management First
Sta organization (organization structure, job description) Personnel availability (planning, recruiting and selection) Professional development for the sta Professional performances assessment Payment for the sta Safety and health of the work Relations with employees (communication, involvement and participation, relationships with trade-unions) Ensuring equal opportunities Drafting and readjusting sta policies 5.6% 1.9% 9.3% 3.7% 1.9% 29.6% 22.2% 22.2%

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LABOUR STUDY In order of importance Second
14.8% 29.6% 22.2% 1.9% 5.6% 9.3% 7.4% 5.6% 9.6% 28.8% 17.3% 13.5% 1.9%

Third
1.9% 5.8% 17.3%

Multiple answer
46.3% 57.6% 61.7% 1.9% 20.8% 40.0% 34.0% 22.8% 3.8%

Availability of personnel (planning, recruiting and selection)

Hiring qualied sta, which includes planning, recruiting and selection processes, represents a priority for a majority of the organizations, because these are relatively new activities for specialists from the human resources eld. Also, nding the necessary sta for the organization (gure no.3), both from the quantitative and qualitative point of view, represents a strategic objective that cannot be neglected. At the moment when the present study was conducted, 50.0% of the surveyed organizations mentioned having a decit of personnel within their organization, while another 50.0% said lack of sta is not a problem for their organization.

Figure no.3. Categories of employees needed in organizations

Even though higher education institutions and colleges prepared the greatest number of specialists for the labour market, the problem of highly qualied sta still exists. A possible cause for this situation could be the inability of human resources department employees to correctly identify qualied specialists. The same lack of highly qualied sta is also true of middle and higher level management. Bearing in mind that 6.7% of the organizations surveyed noted a lack of auxiliary sta, we can conclude that these organizations do not cooperate with territorial employment agencies, which often deal with persons of low qualication levels who would not be easily employed. There are many causes for the lack of personnel, but the most important is the lack of sta with needed qualications (gure no.4).

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The lack of qualied workers is determined both by the emigration abroad of a part of the working-age population and by the fact that young people are not attracted to professions and specialties oered by vocational schools. At the same time, the technical and material endowment of these vocational schools is insucient, and thus the graduates qualications do not correspond to the current demands of the labour market.

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

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After analyzing the causes of sta shortages, we can conclude that, currently, organizations require a higher standard of professionalism and abilities, both from their own employees and from potential workers, than is available in the worker pool. On the other hand, we could deduce that the professional training of young people in educational institutions is below enterprises expectations. Organizations also have internal problems related to a greater extent to the abilities of HR specialists to identify suitable candidates for available positions. Another factor is the often insucient salary oered new hires. Thus, potential candidates often agree to work abroad instead of being employed in their country with a salary insucient to feed their family. In order to avoid the lack of personnel, organizations apply dierent methods of sta recruiting, presented in the gure 5:

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Figure no.5. Recruiting methods used by organizations

We can conclude that local organizations adapted themselves to the competitive environment and understand that in order to attract the best specialists into their organizations, they must simultaneously use a multitude of sta recruitment methods. At the same time, the eciency of sta recruitment in an organization does not only depend on used methods of recruitment, but also on other factors that must be taken into consideration by HR directors or specialists. These include the organizations reputation at the national or local level, the salary level, fringe benets and working conditions, the safety of the work place, educational and professional training options, opportunities for career advancement, etc.

The quality of sta employed within an organization depends, to a great extent, on criteria considered when selecting candidates (gure no.6.)

Figure no.6. Criteria for sta selection

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

Figure no.7. Criteria for specialists selection

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Figure no.8. Selection criteria for managers

Surely, organizations do not take into consideration only the education factor during the sta selection process. They also consider the level of professional knowledge. 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 sta is sought, but the desired level can be too high, making specialists harder to nd.

In order to identify most suitable sta for vacant positions, organizations apply dierent selection instruments, presented in the gure no.9.

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The hierarchy of selection criteria for managers is changed when compared to selection criteria for other employees. In gure no.8, we present selection criteria for managers.

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Figure no.9. Selection instruments applied by local organizations for dierent categories ofemployees.

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Thus, each organization, depending on the type of business and job vacancies, applies dierent selection instruments for candidates, taking into consideration organizational policy, the organizational culture, and management attitude towards new sta. During the hiring process, organizations demonstrate certain preferences. In the gure no.10, we present categories of persons usually selected by enterprises during the employment process.

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

Even though organizations often prefer younger applicants, these young persons are considered less employable because of a lack of experience. A serious problem represents also the mismatch between the candidates professional knowledge and that requested by the organization. This problem is even more acute for specialists and managers (see gure no.12 and 13). We believe that the mismatch between the candidates professional knowledge and that desired for specialist and manager applicants must be seriously analyzed by educational institutions which are engaged to professionally train them.

Figure no.12. Drawbacks when hiring younger specialists

Figure no.13. Drawbacks characteristic for young managers

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Young managers frequently have diculty adapting to a professional organizational environment. This problem compounds itself as their co-workers begin to distrust work produced by their young peers.

Sta professional development.

Human capital represents a competitive advantage for each organization. Organizations must develop the ability to nd, assimilate and retain human capital--sta with knowledge and abilities needed by enterprises who could support 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 sta from a professional point of view, companies must invest sucient nancial resources to develop knowledge and professional abilities of their own employees (gure no.14).

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Figures 12 and 13 show that the gap between the candidates professional knowledge and that requested by organizations hiring specialists and managers must be seriously analyzed by educational institutions which are charged with preparing young people for the professional world. So, when educational plans and professional training standards are being drafted, one may also take into consideration stang needs of organizations.

Figure no.14. Assessment of nancial resources allotted for sta training.

INSUFFICIENT 2.0% 9.8% 21.6% 23.5% 15.7% SUFFICIENT 27.5%

Both human resources managers and directors understand, to a great extent, the insuciently low level investments for sta professional training. In this case, they are at minimum required to follow the law, which mandates the allocation of a minimum of 2% from the payroll fund for sta training. There are several reasons why so few resources are dedicated to sta training (gure no.15).

Figure no.15. Factors that underlie limited funding for sta training
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The analysis of gure 15 helps us conclude that in many cases (over 50%), professional 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. (gure no.16).

Figure no.16. Location of professional training

Bearing in mind that for all categories of employees, professional training is mainly being done in the Republic of Moldova, it would be advisable to know if the professional sta development eld is seen as well developed. It is agreed that this is a new, developing professional in Moldova. Still, the survey participants assessed the profession. (gure 17).

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

The level of development in the sta training profession can be also determined by the quality of professional training programs oered by specialized training centres in the Republic of Moldova (gure no.18).

We note that the quality level of continuous professional training programs offered by specialized centres is not high. On the contrary, in some cases it is quite poor. In this situation, specialized employee training centres should, when they create training programs, consider demands and wishes of their organizationsclients, and identify management problems which may impede the creation of vibrant training programs. Continuous professional training leads to an increase in labour productivity, and to an increase in the quality of products and oered services. (gure no.19).

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

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After analyzing companies responses, we conclude that the continuous professional training profession is in a formation process, therefore, we cannot say it is highly developed. Organizations are not fully pleased with the specialists currently available in the professional training market, so new specialists in this eld would be welcome. This will lead, rst of all, to increased competition among the organizations providing this kind of service and secondly, increase the quality of these services.

Professional training has positive eects on organizational development. This is why management should pay due attention to this issue, and try to locate increased funding for professional training, since it had demonstrated benets for any organization.

Figure no.19. Organizational benets resulting from professional training

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Ignored priorities. We can ascertain that companies pay little attention to assessing performance, though, given the competitive business environment, they are reluctant to admit this. The lack of performance assessment is especially acute when one considers that performance makes the dierence between successful and failed organizations. If performance was considered when establishing salaries, these salaries would vary depending on performance levels, which would also be used to determine promotions within a professional hierarchy.
Lower priorities for these enterprises include sta payment, security and personal health on the job, relationships and communication with other employees, involvement and participation, as well as ensuring equal opportunities for all employees within an organization. Also, companies pay little attention to drafting and readjusting sta policies. This fact allows us to conclude that organizations have not drafted policies for the human resources management that could be the basis for sta employment management within an organization.

4. HUMAN RESSOURCES MANAGEMENT PRIORITIES MEETING CURRENT LEGAL FRAMEWORK

One of the key aspects which regulate companies HR priorities is labour law. The experience of the Republic of Moldova, also conrmed by annual Labor Inspection reports, demonstrates that many companies have problems interpreting and 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 legal minimum wage), and safety and health of the work place (working under dangerous conditions, etc) Taking into consideration Labour Code stipulations, we present in gure no.20 companies attitudes towards trade-unions. We note that, generally speaking, half of companies have a good attitude towards trade-unions, because they participate cooperatively with administrators in drafting decisions related to working relationships. The existence of an unfriendly attitude towards trade-unions can be explained through inauspicious working conditions existing within organizations, as well as through low salaries, etc. Of course, a trade-union within an organization would also increase the administrations responsibilities vis-a-vis the sta. Unfortunately, a lot of companies do not want to assume these responsibilities. Of course, in many enterprises, there is no trade union. Therefore, in many cases, decisions concerning labour relations between the director and employees are adopted unilaterally. This fact negatively inuences working conditions and worker benets.

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Figure no.20. The attitude towards trade-unions within organizations

One of the problems faced by companies when dealing with human resources management, especially considering potential legal problems, is the employment of children up to 18 years old (gure no.21). Generally speaking, companies are not interested in hiring students, even for a short period of time, and even if companies are short-staed. The main reason claimed by companies is that minors cannot be punished for not respecting the labour law. Companies also said that minors are not productive workers. At the same time, older student workers are in greater demand than younger ones, and boys are more sought after than girls. Teenagers are more frequently hired in commercial and public food units.

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Figure no.21 The number of companies who hired children up to 18 years old

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These data show that even though companies are prudent about hiring children up to 18 years old, young men are still employed in dierent positions. Management must pay special attention to working conditions of teenagers because they are highly vulnerable to exploitation given the labour law and their duties on the job. Reasons to hire young staers are shown in gure no.22. When employing minor sta, companies do not sign them to any contract, and as a result employers do not pay contributions to the state budget for medical insurance, social insurance, taxes, etc. Taking into account that young men do not know the labour law, companies assume almost no contractual obligations. Nevertheless, companies still have risks. By employing minor sta instead of more qualied personnel, companies end up with employees who have a low job performance level because of the lack of knowledge and professional abilities in the specic eld; an increase in on the job accident risks because of the low education level and inattention to work safety and health; and workplace tensions due to the stereotypes that minors are not the most suitable for that specic position. Also, minors must be constantly monitored, making it dicult for their colleagues to complete their tasks.

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Figure no.22. Reasons to hire minors

The only plausible reason that minor sta is hired is that they demonstrate professional abilities needed by the organization. The other factor to consider is the type of job given to minor sta. We cannot compare the position of bar waiter with that of locksmith, for example. In this context, the majority of companies consider that the labour law is not clear. Unclear facts refer to:

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 income tax from physical entities, decreasing payments for social and medical insurance, modifying the law on leave policies, and simplifying dismissal procedural law (modication of the art.86 of the LC of RM). Other proposals deal with private working contracts and working cards (art.66 of the LC pf RM), the retirement age, the budget of state social insurance, and salaries. Some proposals refer to:
drafting and implementing sta 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 arbitrary interpretation of scal law by ocials. in MOLDOVA

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, unsatisfactory functioning of the real economic sector, etc. Other causes include the continuous increase in pensioners and the increasing pressure on the budget of state social insurance. Most countries face a similar situation. There are some clearly developed areas. The dismissal procedure is clear enough because it stipulates exact dismissal situations. That is why there is no need to simplify, for instance, art.86,87,88 of the LC of RM, only perhaps for some dismissal cases, because otherwise we could create a state of confusion that would further complicate dismissal procedures. This also applies in the case of pregnant women. If labour laws dealing with pregnant women were eliminated, 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 of the Republic of Moldova, art.76, lit.a) of the LC of RM) and international laws to which the Republic of Moldova is a signatory.

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Of course, we should pay attention to the proposal concerning decreasing individual income taxes. Unfortunately, contrary to these proposals, the Ministry of Finances has proposed to the Government a progressive personal income tax scale to 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 have much higher levels of income development, and, most importantly, possess a viable middle class. As a result, by creating dierent incomes, the government gets dierent taxations. In this context, it is ridiculous to think that the annual income of an employee in the Republic of Moldova, exceeding 25201 MDL (2100 MDL per month) and put to taxation of 18%, is consistent with a middle class salary. Therefore, the National Confederation of Trade-unions from the Republic of Moldova must inuence the decision to introduce the progressive taxation scale.

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5. COMPANIES COOPERATION LEVEL WITH PUBLIC AUTHORITIES

The information gathered through focus-groups (prior to the survey) showed a limited cooperation level between companies and governmental authorities: the authorities are not punctual, they are often aloof and sometimes unfriendly, they are verbally aggressive and mainly concerned with levying sanctions, they are negative, and they lack understanding of companies problems and needs. These are the main diculties that exist between public authorities and management. At the same time, companies are not happy about very frequent verications done by the authorities.
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The majority of companies declare that corruption and bureaucracy are the most important obstacles in establishing an ecient dialogue with central and local 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 and scal regulations and laws. At the same time, the lack of cooperation between companies and authorities is also conrmed by companies discontent towards frequent inspections by ofcials. These include inquiries by the Labour Inspection service, the Anti-Corruption Oce, the State Sanitary-Epidemiological Service, the Fire Service, and the Service of Standardization and Metrology. On the other hand, the lack of cooperation is also conrmed by Labour Inspection reports that mention directors of companies who interfere in the inspection process. That is why the majority of companies said that it is impossible to nd solutions to their most important problems employee education, social insurance, salaries, etc.-- without the participation of businessmen who could inuence government policies. In order to achieve this aim, greater openness is required from both government and business. This openness would shift the emphasis away from sanctions and toward long-term cooperation.

6. OPPORTUNITIES FOR EMPLOYEES RETENTION

Because of the economic situation of organizations in the Republic of Moldova, discontent is the norm, especially related to employee turnover. Thus, in conditions of an increasing business competition, every organization nds it dicult to retain their sta. An organization, in order to survive, must nd new methods to keep and stimulate its employees. In this context, the majority of surveyed companies noted that they put in practice several methods for motivating their sta. These tools include higher salaries, prizes, better working conditions, more vacation days, better training, etc. Other tools include involving employees in management decisions, improving medical insurance, oering tax free loans, providing transportation to and from work, providing experience exchange trips for employees, and promoting prizes like worker of the month. Salary represents the main income source for the majority of persons employed in an organization. Hence, the majority of employees want salaries to be at a level sucient to adequately support a family. In a competitive economy, salaries are exible and can, under the law, be individualized for each employee. Salaries can be set individually by the director of the organization in the form of private salaries for top managers of the organization, or can be legally set after negotiations between the director and the organizations trade-union. In gure no.23 we present the mechanism through which surveyed companies establish salaries. An organizations remuneration policy must also consider salaries paid by competitors. If these are not considered, smaller salaries could cause, after a period of time, major sta retention problems.

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Figure no.23. Mechanisms used to establish salaries within organizations

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We set out to see what companies consider the best criteria (table no. 2) when establishing sta salaries. Salaries are the subject of permanent debates between the employees and employers, and also the source of discontent for employees. In order to avoid all suspicions concerning the way the salaries are established, it is important that criteria used to determine salary levels should be clearly stated in a common agreement with employees, and acknowledged in a proper way.

Table no.2. Criteria used to determine salary levels

In the order of their importance First in MOLDOVA Work performance Work experience Complexity and diculty of the working position Disciplinary misbehaviour Level of implication in taking decisions Salaries of competing organizations 11.3% 58.5% 9.4% 20.8% Second 22.6% 26.4% 26.4% 5.7% 11.3% 7.5% Third 15.7% 17.6% 21.6% 9.8% 25.5% 9.8%

Criteria

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7. ASSESSEMENT OF WORK ETHICS, AND EMPLOYEES ATTITUDES ABOUT ETHICS

For most companies, work ethics must be respected by all employees. Unfortunately, the majority of problems related to this issue usually appear with young employees (gure no.24). It is alarming that young workers are not devoted to their work, a fact conrmed by 52.2% of the surveyed companies. Companies nd among young employees a growing indierence towards work and a wish to avoid workplace obligations. On the other hand, this lack of devotion to work can be explained also by the fact that young workers are usually the lowest paid employees. A lower level of knowledge and experience also impact young employees behaviour. This, naturally, creates diculties for management.
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Figure no.24. Drawbacks related to young workers

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Poor work ethic creates many problems, including poor job performance and disciplinary issues. After analyzing gure 25, we conclude that most companies use disciplinary means (warnings, reprimands) on poor employees, in accordance with provisions of art.206 of the LC of RM. As for dismissal, for more that 1/3 of companies, it is the most rapid and universal disciplinary measure. Of course, it can be applied more often, especially in case of lower-skilled positions (driver, porter, etc.) As for higher qualication positions or administrative ones, companies must be very prudent, because alternative means also exist, including the same kinds of warnings (for rst time oences) given to those in less-qualied positions.

Figure no.25. How companies deal with poor work attitudes

We understand that is more dicult to discipline top managers since managers are trained to act more calmly and professionally. It is also more dicult to replace top managers if they quit or are red, since they are in short supply in the Republic of Moldova. As a result, it is easy to dismiss a top manager and very hard to hire another one. Demotion is another option available for poorly performing managers. However, the demotion phase or the temporary dismissal from a position deeply disheartens the employee, makes him feel humiliated in colleagues eyes, and nally pushes him to leave the company. That is why, in order to reduce the probability of hiring dicult-to-nd sta, Human Resources departments should pay closer attention to identifying the best candidates in the rst place, including a closer reading of CVs to discover why candidates left their previous jobs, and conducting probing interviews and psychological tests. In order to create a positive attitude towards work, some companies applied Social Corporate Responsibilities practices, especially concerning human rights and working standards (see table no.3)

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Table no.3 The application of Social Corporate Responsibility practices

Denite activities for employees prot will oer help to young people to integrate into the professional environment and to obtain experience in the eld; will sign contract specifying the pay and benets; will celebrate the companys founding day; will respect employees rights; will not admit children to work; will draft a proper working contract, favourable to the employee

We believe that these will contribute to the creation of a good attitude towards work. Employee motivation, in turn, is crucial for companies success in the marketplace.

CONCLUSIONS
After analyzing the main aspects of working relationships within companies, we can draw the following conclusions:
1. The Human Resources Department sta does now always have the necessary level of professional HR education. Some of those exercising HR functions are even employees in other elds, like programming. 2. The activity of the Human Resources Department is often being reduced to only registering employees and moving them to dierent jobs or levels within the company. As a result, management often ignores the analysis of best practices in HR, evidence concerning education and qualication levels for HR professionals, and the age and structure of the sta. 3. Human resources management priorities of the majority of companies lag far behind the principles of the market economy. The fact that they do not include in the list of their priorities such key areas as drafting and readjusting sta policies (which is fundamental for sta administration) and payment and assessment of sta performances reduces from the outset the eciency of management and the odds for an organizations success. 4. In one half of companies, there is lack of qualied sta (workers and specialists) due to emigration of workers abroad and also due to the fact that the professional education oered by vocational schools and universities does not meet companies increasing needs. It may seem absurd, but university graduates are less prepared that those who graduated from specialized or vocational courses. Thus, there are serious diculties in nding qualied employees. As a result, bachelors degree diplomas, even though they certify a certain specialty, are more often considered only after the selection process. This fact demonstrates the deep problems in the high school, secondary, professional, and higher educational systems. There is no cooperation among educational institutions and between education institutions and companies in order to establish some priorities concerning professional training programs. This fact is manifest in the lack of professional orientation of young people, starting from their secondary school graduation. Indeed, many of them have diculty correctly choosing a future specialty that matches their aspirations, interests, and physical and intellectual development. Moreover, inadequate curricula and technical material at many institutions do not allow the harmonious combination of theory with practice;

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5. The educational market development level in the continuous professional training profession is not satisfactory. This can be explained by the existence of some specialized training centres, which control practically all of the market. This lack of a healthy competition leads to low quality training programs oered by these centres to companies (30% of companies gave a negative mark to these professional training programs, and 38% - marks of 5 and 6); 6. Companies said they set salaries depending on work performance and on the diculty and complexity of the position. Unfortunately, these two criteria are stated, but often now followed. Thus, there are cases when employees with an improving work performance in a dicult and complex position (for instance, sales agents, supervisors, etc.), are being paid according to joint payment methods. These workers do not see a salary increase, even though they surpass job goals established by their employer. As a result, 63.3% of the companies mentioned that salaries are the most frequent area of discontent noted by employees. This discontent erodes worker motivation. 7. The trade-union body appears as a purely symbolic function within the companies, because only half of companies declared it as an actual trade-union. These trade union bodies are functioning perfunctorily and in realty represent directors interests and not employees. Thus, trade-unions activity in half of companies is dictated by management. This can be explained both by the fact that employees do not know the rights and obligations of trade-unions and their members, and also by the fact that management does not want to use means oered by trade-unions to solve problems concerning working conditions, payment, etc. because they fear that using such tactics will cause managers to lose their jobs. 8. Companies are having diculties with young employees. First, young employees lack commitment towards their work. This is a problem that aects not only organizations hiring employees, but also society in general. Today, young people wish to work only in exchange for salaries that organizations cannot oer. 9. The state does not make any eort to develop long term cooperation with companies concerning the legal framework which regulates labour relations, especially regarding sta and social insurance payments. Without this cooperation, development opportunities are lost, including the application of a transparent interactive methodology that is centred on practical applications and open communication between parties.

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RECOMMENDATIONS FOR AUTHORITIES:

1. To readjust the structure and curriculum of high schools, secondary, vocational and university education according to companies requests and the demands on the labour market, to improve technical and material status of the educational institutions in order to facilitate the acquisition of tolerance, skills, and knowledge needed by young specialists; 2. To optimize the threshold on the number of technically trained students, taking into account the attraction of corresponding investments in the respective elds, so as to increase the ability to hire technical specialists; 3. To study the most advanced world practices in the area of salary and pension administration, aiming to establish both reasonable salary amounts and to minimize pressures on the budget of state social insurance (formed from increasing companies transfers) and stimulation of economic growth through investments in the economy. The creation of new working places is also needed, as is reducing unemployment, developing capital markets, increasing transferable securities, and supporting the development of long term macroeconomic projects to improve the current labour market. 4. To develop professional (re)training courses for public servants aimed at increasing their ability to implement labour law in Moldova; 5. To stimulate administrator participation (directors, specialists from the Human Resources Department, managers) in professional refresher courses in the eld of human resources management, including a deep study of priority areas and worldwide best practices; 6. The authorities should mandate higher quality standards from educational centres, specialized in the professional training of administrators and corporate specialists;

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7. To begin cooperative activities with business (participation in ocial meetings, specialized forums, etc.)

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RECOMMENDATIONS FOR COMPANIES:

1. To propose ideas to improve the labour law (mentioned in par. 47) through the National Confederation of Patronates, the Association of the Small Business, the National Confederation of Trade-unions, and other bodies to which companies are members; 2. To organize press conferences, meetings, and advertising activities based on the concept of Social Corporate Responsibility, in order to attract the attention of other social actors (the authorities, media, universities, civil society) to the fact that young specialists do not get the education they, and the marketplace, needs; in MOLDOVA 3. To learn good practices of human resources management from foreign partners, thus expanding existing cooperation relationships, including training abroad for managers and HR specialists; 4. To sign cooperation contracts between companies and educational institutions aimed at further developing training for students and to nd corporate representatives who will closely monitor those trainings. These measures would allow further employment of graduates interested in continuing their professional activity in a manner consistent with best Western practices; 5. To create a positive attitude towards work, starting from the transparency of specialized sta selection, motivation during the testing period, and continuing by building eective communication relationships, including a dialogue between the administration and employees.

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