EHRD
Review HRD issues in continental Europe > Romania

EHRD Portal
Search EHRD

Review

Back to
> Romania

Subject A case study analysis of an organisations strategic HR approach to integration into the EU: the Romanian border police
Janet Firth, University of Wolverhampton, United Kingdom
Dan Nichita, Romanian Border Police, Romania
Outline The paper attempts to capture a snapshot of an organisation preparing for the EU, the Romanian Border Police, and tries to present a realistic picture of incidents encountered over a short period (ten months), as the organisation begins to implement its HR strategy.
    This case study has three main strands or themes, which are iteratively woven throughout. The first theme goes in search of the RPB culture, by applying accepted, tried and tested models to analyse organisational culture. Hofstede’s (1991) five dimensional model is arguably the most influential and widely used. However, the works of Jackson (2002) will also be used and will provide a theoretical framework to help capture the links between culture and HR practice. 
    The paper will then attempt to present the existing strategic HR position of the RBP (as written in the strategic plan 2003-2007) and examines the steps of transition intended to bring the organisation inline with its European counterparts, by the year 2007. The RBP have called this ‘The implementation of an advanced system for HRM’, with the HR strategy being largely based on the training of managers. The global and specific objectives have clearly been articulated and the research hopes to reveal how far the RBP have come in starting to achieve its objectives. 
    The third theme therefore is concerned with those involved in the process of change, to achieve the strategic HR objectives, ie the transition agents: those senior managers who attended the programme of study, in order to gain knowledge of the tools and techniques needed to facilitate change. The underlying questions running in this theme will be: to what extent has their pedagogy impacted upon the organisation? Their work-based projects should demonstrate the transfer of this knowledge into the workplace, and will be used as a valuable source of secondary data. However, due to time factors (the programme of study was completed 6 months ago), it is envisaged that little evidence of this may exist, not all fourteen managers may have had the opportunity to begin addressing the strategic objectives. 
Source Paper presented at the 5th conference on human resource development research and practice across Europe: International, comparative and cross-cultural dimensions of HRD. University of Limerick, 27-28 May 2004 (Abstract; full paper incl. in CD-ROM).
Top of the page
Editor: Sabine Manning  © WIFO