case study analysis of an organisations strategic HR approach to integration
into the EU: the Romanian border police
Firth, University of Wolverhampton, United Kingdom
Nichita, Romanian Border Police, Romania
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.
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).