CONTEMPORARY
ASPECTS OF THE HUMAN
RESSOURCES
DEVELOPMENT ON INTEGRATED MARKETS
Author:
Associate professor Marina SARBOVAN, Ph.D.
Tibiscus
marinalumi2@yahoo.com
Abstract: We are in a process of
increasing the economic stability and security, associated with
controversial phenomena such as unemployment and inflation. Identifying the
problems of each party in the market mechanism is the background of an
efficient strategy regarding the human resources development in the competitive
environment of monde-economy. The development of the
outsourcing activities in
Key words: stability, competitive environment, best practices.
Introduction:
The
lasting development requires a permanent control of undesired effects such as
unemployment, inflation, prices fluctuation, allowing the dominating trend of
growth, and sustainable development to have inside determinations and forces.
The consequences of stability, referring of those of static
nature, even if the long term macro-equilibrium is targeted, are supported by
the interdependence of all markets, They
are ruled by the equilibrium-prices, and by some skeptics, they are far from
bringing to the new EU members a spectacular economic success, even if it takes
to deal with the intervention of the authorities (state, private, companies,
global institutions).
Large areas strategies aiming to a development where the
human capital is a core issue administrating a scale of costly objectives,
essentially oriented by the general rules of international competition, and trying
to answer to the priorities which solve the most of the burdening tasks in the
perpetual struggle for progress.
The labor market stability, as a component of the general
steady economic systems, plays a major part in the geo-economic plans
concerning European continent, having a definite importance in shaping the
supply as well as the demand of integrated or global economic parties.
Contempt:
Under the globalizing labor-phenomena impact, smaller areas
of market act similarly, as if the integrated market would demand the same
objective rules of motion.
Thus, we observe a quasi-instantly spreading
of the organization-types in economy, no matter the national territory.
This phenomenon is
objectively needed, required by the special technologies, which generates lay-offs
and creates new jobs, or modifies the domestic demand, unable to synchronize
with the national supply. The feeding with resources process from off-shore,
out of local, regional, national markets, can be done in the case of different
options concerning the labor contracts, as well: through a comparative
advantage, a certain area of labor-market is cheaper and more efficient in the meantime.
Within
the wide-frame expansion of the human resources market, outsourcing activities
could be extremely beneficial for the global interest, for both parties if the outsourcing
partners are competent and the expectations are clearly defined.
The ideal
tactic of supporting a human resources strategy by outsourcing activities would
be to administrate carefully such a contribution, aiming that it becomes able
to contribute to raising efficiency and provide a range of advantages.
There are many
ways the human resources abroad are endowed with great advantages. Among them
we include:
To reduce and
control operating costs : the operating costs associated with fluctuating
staffing needs and various infrastructure costs could be expensed rather than
amortized.
To obtain
world-class level of capabilities, competencies and expertise, this means to expand
access to technical capabilities and tools through specialized outsourcing
firms having strategic partnerships on monde-market.
To focus the
internal resources; this is reached by leveraging up the internal resources
with domain knowledge on core business activities by utilizing outsourcing for
technical expertise.
To accelerate
re-engineering profits is an advantage springing from those outsourcing techniques
which enable the companies to reduce the innovation cycle times by 60%-90% and
decrease investments and risks by equal amounts, in the mean time.
To mitigate risk:
this is allowing an
outsourcing partner to absorb a portion of the risk involved with staffing,
especially if we deal with multiple synchronized projects having a variety of
requirements, mile-stones and timelines.
From
the doctrinaire point of view, the development of the outsourcing activities in
Europe and on the global labor-market can not be connected with the
unemployment evolution on the market areas watched by the employers, because
outsourcing is in its essence a mechanism of a more flexibility of the labor
supply, of adapting to the requirements asking for maximum economic efficiency,
a mechanism of diminishing the negative effects of the imperfections of the
market segments, mainly through under-engagements and contracts, detouring the
custom barriers, eliminating the trade-unions pressures (as a side effect,
which is smoothing the victory of competition forces).
Activities of human resources, exploitable in economy marketing
contribute to the out-put optimization and trade, in the field of harmonization
of the production factors, and in the end of the analysis it serves the client,
who will be in the position of buying a product manufactured in the most
favorable conditions.
Apparently weaknesses in the outsourcing partnership, depending on
the quality standards and the difficulty of ensuring the security standards is
in fact a general economic upraising of the standard at the European level, and
the promo tore of the competitively of this partnership, for all the involved
members.
The
access at technical special know-how, eliminating the re-structuring costs of
manufacturing are all elements of controlling the final costing and implicit of
stabilizing the process at the offered to sale goods.
The
de-localization of the activities, on the ground of a win-win-strategy,
is a global trend, an on-going process linked to the development of the labor
market.
In the outsourcing domain, our country has
to climb an important gap up to the level of the countries having National
Agencies and Research Institutes for these economic activities, close connected
to the functioning of the virtual services. We can give the north-American
example in this argumentation, a country where the market relations include the
widest possible area, and which promotes the competitive globalization of all
business: according to The U.S. Outsourcing Institute,
outsourcing index (2005) reveal the following facts about the use of
outsourcing in the
·
Expenditures on outsourcing in
the
·
Outsourcing continues to grow
far more rapidly than the economy as a whole with an overall 15% growth rate as
compared to a 3.5% growth rate of the
·
Twenty-nine percent of all
companies with sales of over $10 million are now outsourcing, indicating that
it has become a part of normal business practices.
The statistics
of the labor markets showed that very few lay-offs are due to the off-shoring
employment. This fact was commented by some economists who appreciated that the
official authorities of this affair under-estimated the jobs re-directed to
out-borders, on cheaper labor market-areas. In our opinion,
In
The
legislative frame is weak and it is most important that it fulfills not only
the allowance of such new activities, but a permanent adaptation of the taxes
that equilibrates the profits of all involved countries: this would eliminate
the possibility of speculating legislation in the direction of escaping taxes
in the global environment, abandoning the national constrains.
The second
unsolved hindrance of the concrete business-study in outsourcing is the absence
of an unique methodology of calculating the effects, necessary considering that
the partners are of different dimensions, and even if they declare themselves
allied in gaining profits, the competition forces draws them to potential tensions
for the moment and turning into a possible confrontation later.
Research can
never be as advanced as the diversity of the qualitative aspects of the human
resources as a production factor: this is why we consider a necessity the
developing at least one data-base stoking and sharing with the interested
consumers’ information about the structure and the intensive features of the in
use human economic factor on multi-regional areas. Such a valuable tool is of
intensive-growth importance, and a mandatory step towards a higher performance
market economy in
This knowledge
instrument is not meant to cut the top-position of the firms obtaining
spectacular productivity raisings, resulted from gathering supplementary volume
of work ( sometimes hiring less), but on the contrary, will enlarge the market
of prosper firms and meet the expectation of more and more customers.
Another chapter
of the study about outsourcing reveals the impact of the already existing facts
in distributing the qualification on the market areas, and on the education and
training services market. A relevant trend is been given here by the average
level of the local-area salary, as major index of orientating the firms
interest to the zone.
Conclusion:
An active labor policy is every day more flexible in
working arrangements such as part-time or fixed-term employment, accompanied by
a straight regulation in this field, giving benefits to firms, employers and
employee, and also paying attention to the macroeconomic index of human
development and human capital.
The European enlargement produces a re-distribution of
labor among industries and among member-states (close regions included),
bringing a new trend in the reform of the macro-market system.
This situation
pushed the politicians’ precautions to think of a temporary restriction of the
eastern persons and employed rights for several years, in order to diminish the
eventually massive flow of labor towards west.
We can hardly
say that such politic-vision had in mind the home-usage of human capital in the
outsourcing mechanism.
Nevertheless,
we expect that the market forces will impose the competition and economic
confrontation, which will bring economic benefits and quality augmentation as
major gains for all consumers. Under this main-stream flow, the outsourcing
mechanism and its deep potential integrates in the support for the optimistic
2010 targets of the United Europe: 70% - employment rate of 15-64 years old labor;
over 60%- feminine employment rate between 15-64 years old; 50% - aged labor
employment rate, between 55 and 64 years old.
Bibliography:
1. Cordellier,
S., coord, Mondializarea dincolo de
mituri, Trei Printing House,
2001.
2. Daianu, D.,
Vranceanu, R., Romania si Uniunea Europeana, Polirom Printing House, Bucuresti, 2002.
3.
Sârbovan, Marina, Macroeconomie, Eurostampa Printing House, Timisoara, 2006.