By the end of 2008, the share of women in urban transport was 27%. On 31.05.2014 the share was unchanged, while between 2009-2014 a restructuring took place, that resulted in the disappearance of positions (such as parts washing laborer, laborer repairing cables, simply stands treasurer, controller tickets) and creation of new ones (e.g. travel controller cards, cashier online charging, offline charging cashier). The main explanation is that the share of drivers and maintenance personnel is very high. In 2008 in the driver category (4,398 employees), maintenance staff (1,861), respectively plant maintenance and repair (1,421) worked 7,680 employees (about 64% of the total) while in 31.05.2014 their total number was 6,919 employees (62.22%). In these categories which generally involve traditional hard working conditions employees are men, the number of female workers usually being very small. For example, driver buses jobs, trams driver and trolley driver gender structure in 1.01.2009 and 31.05.2014 is presented in Table 1 and Figures 1 and 2.
The share much higher for men than women in the trades mentioned above, is largely objective, given the specific work, but through a better organization of exchanges and sharing routes favorable to women, their number may increase in particular due to better working conditions generated by improvements to the means of transport (Radu & Sendroiu, 2015). On the other hand, decreased from 3.67% in 2009 to 2.67% in 2014 the share of women among drivers of vehicles is offset by a greater percentage increase in other categories, so that, as shown, the overall share remains unchanged in 2014 compared to 2009, which confirms a positive trend in this regard.
Independent assessment processes in enterprises is an activity whose purpose is to help the organization achieve its goals. This is achieved through a systematic methodology by analyzing business processes, procedures and activities in order to highlight the problems facing the organization and to propose recommendations and solutions. The development, implementation and continuous monitoring of the internal control system and related procedures are the responsibility of management: organization and not the assessor. It assesses the sistem only at certain times, when an evaluation mission is planned (Burlacu, 2009). For the full efficacy of the evaluation, regardless of the process or the assessment, there must be good communication between evaluators and respondents between evaluators and management of the company, it would be open to proposed recommendations and to facilitate the process of observation by evaluator of the main elements that determine the aspects studied, if human module resources of how the management of human resources within the operator ensures fraimng the activities within the organization, efficient use of this resource and efficiency processes in terms of quality and motivating employees involved in these processes (Litra & Burlacu, 2014).
In the case of human resource management in RATB the research aims, as indicated in the report currently two plans, namely a quantitative one, on the basis of data available, the developement of the economic phenomenon was modeled for the 2009-2014 period, respectivly the qualitative one in which events in the recent history of the operator and questions regarding data and perceptions of those involved in staff management were interpreted, gathered in an unstructured interview, conducted in two phases.
The quantitative research was to determine, based on comments and data submitted by the RATB contacts using specific techniques (eg, benchmarking) values of indicators considered significant for human resources in the urban transport (Radu & Matei, 2013). The team of consultants determined, by comparing the performance levels achieved, with normal ones for the effective functioning of the organization, those insurance activities with human resources and efficient use of this resource that lends itself to be improved, recommending concrete ways that can act to increase the quality of these activities and the efficient functioning of the operator as a whole. Analyzed data series were made available to the consultant by representatives of RATB based on the protocol signed between the Authority of Municipal Public Services and the team of consultants and are found in the annex to this report (Ursacescu, Sendroiu, & Radu, 2012). In the various sections of human resource management module dedicated to some of this data is retrieved and reproduced in part, data structures of interest for that section (Radu & Sendroiu, 2013).
After analyzing the related primary documents and systematization of the results of quantitative and statistical, organized an unstructured interview with the makers of human resources management, on two stages, clarified main qualitative aspects that formed the basis of the analyzes subdomains (performance management, reward management, engagement management, etc.). In the first stage the Head of Human Resources Management and the heads of the Organizing and Planning Bureau and Norming of Jobs Bureau submitted a number of documents required by the evaluation team. After this first phase mentioned aboved services received a set of themes which take place on the further discussion. The topics were discussed on 29.10.2014 and interviewes presented a range of views in writing. Following this stage they have emerged from the research team to clarify a number of questions which, largely written response was received. Although the evaluation team insisted for transmitting that information, certain documents were not received. Also answers to several questions put managers in charge of human resources within urban transport were not provided (e.g. data on certain entities within the RATB such as home health Sportsground Bureau CCM Methodology guidance etc.)
The project team considered the perception and attitude of employees at RATB to organizational climate as very important, which is why it was requested the involvement of Unions from RATB in a survey which, based on a questionnaire developed by the project team to identify key strengths and weaknesses in the relationship between management--employees unions and the means of action which, by improving the work environment of the operator, will increase the performance of each employee and as a whole colective. The request was rejected.
Comments and clarifications on the methodological details:
* indicators and indices used in this module are both variable enshrined in literature and economic practice and some specific authors approach, in which case their content will be detailed in this paragraph; in order to report coherent economic effects of the activity Administration to efforts to achieve these effects we will consider further that the actual turnover (Car) is the total value...
HUMAN RESOURCES MANAGEMENT ANALYSIS OF THE RATB.
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