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The current business environment has proven to be extremely interesting but difficult at the same time, with multiple challenges and opportunities, but also threats for some of those who are currently working. Organizational agility has become a necessary capability for organizations wishing to survive and succeed in an uncertain environment characterized by numerous and sudden changes. The present paper aims to present theoretically the concept of “organizational agility” by performing a synthesis and description of the definitions given to the term, which we find in the recent specialized literature. The purpose of this literature review is to capture what is the current state of knowledge, to establish correctly the conceptual framework, all with the idea of further formulation of its own definition, but also of undertaking a practical research in the future. To research, I've reported articles found on Google Scholar over the last 5 years, 2014-2018, focusing on those in which the authors formulated their own definition of the concept. The study has shown that although there is no unanimous definition of the concept of “organizational agility”, it is approached as an absolute necessity for organizations seeking to be competitive in their field of activity. Most authors have defined organizational agility by reference to the role it plays in adapting to change or capitalize environmental opportunities, in gaining competitive advantage, and others have highlighted the need for agile human resources. At the same time, in a large number of works, organizational agility is defined by the presentation of its characteristics and the benefits that it presents compared to the traditional organization. By the way of realization, by presenting a sample of recent literature, the work contributes to the correct knowledge of the stage of defining the concept of “organizational agility”, to establishing its own area of interest but also to others interested in the field, being the basis for carrying out a practical study future. Of course this review of literature is limited only to the definition of the concept of “organizational agility”. Therefore, it cannot and does not attempt to be an examination of the whole field of literature, but a sampling of some representative works for the field.

The need for effective human resources strategies, which have a strong role in achieving goals has been a subject extensively treated in the literature. Thus, those interested in this field could learn about the stages of development of human resources strategy, the criteria necessary to be considered, features that should have a human resource strategy properly adopted and the modalities for its implementation. However, it has neglected an important aspect essential, namely, who should formulate strategy and human resources of an organization who is responsible for its implementation. In this paper we focused attention on identifying new aspects of the human resources strategy: people involved in adopting and implementing human resources strategy. The present study is one of the fundamental theoretical literature. The facts are not merely generalizing, but is analysis, opinion and personal conclusions. However, they can represent a focal point for business, prompting an awareness among the lead actors in a company, the need straightening attention to the foregoing. The overall conclusion is that it is not enough for an organization to have a human resources strategy. To be fair one, to adopt and implement them have involved those individuals who have the necessary capacity and not the responsibility of everyone. Pawns should be the main human resources manager and senior manager, followed by operational.

This work is purely theoretical, based on information in the literature, but also on their correlations. The text does not have a generalized, but are personal opinions and conclusions. The objective of this paper is to present particular emphasis to be placed today on the implications of human resources of an organization and human resources strategy have on vital processes within any organization, namely strategic planning, implementing changes and achieve competitive advantage. Organizations should have easily adaptable employees with skills needed to meet customer needs and adapt to permanent changes in the environment in real time. The goal of any organization is to attract more customers to get a favorable market position and competitive advantage against competitors. To achieve these goals, the role and importance of human resources in an organization has evolved into a considerably. Being accepted as a strategic partners of the organizations, human resources begin to be involved in determining strategy, decision-making on the organization as a whole. The emphasis in this paper on presenting the importance of human resources and human resources strategy in an organization, the special role that they have in supporting the overall strategy of the organization through strategic planning, implementation of organizational changes that are so necessary to adapt company's current customer requirements, can be a focal point for business and cause awareness among key stakeholders in a company, the need straightening attention to the foregoing

This paper presents the most representative approaches to concepts of human resources, human resource management and strategic human resource management in the last two decades, based on purely theoretical analysis of the concepts mentioned above. The purpose of this paper is to demonstrate through a critical analysis of concepts, that in this era of change and uncertainty, attention to human resources of an organization has changed radically. It can be seen by analyzing the definitions, evolving concepts of human resources, human resource management, strategic human resource management over time. Analyzing the authors approaches regarding the concept of "human resource" it is observed that is no longer assign the term "cost element", present authors define it as a strategic component of organizations. In turn, human resources management has evolved considerably. The period during which the department deals with purely administrative activities, preparing various documents, payroll is no longer valid. Note, by analyzing the literature, a strategic approach to human resource management, focusing on strategic human resource planning, selective recruitment and selection, training, motivation of employees, involving them in decision making, teamwork, reward performance based, creating a working environment, with particular emphasis on organizational climate. Organizations have realized the role of human resources, human resources management in the survival and development. Through this article we want to conclude that at the moment it is absolutely necessary strategic approach to human resource management to allow straightening organization to obtain a competitive advantage over other competitors in the field. Competitive advantage has a critical role in the survival of organizations and is managed by Human Resources Management. This may be reflected in better financial performance (higher sales, increased profit), but also by non-financial performance (organizational reputation with customers and potential employees). M. Porter highlights the important role of human resources within an organization, considering that in any business there are potential sources for obtaining competitive advantage. It comes from the ability of firms to master better than its rivals competitive forces. Any subdivision organizational structure and any employee of the organization, no matter how far away lies the strategy development process, contributing to gaining and maintaining competitive advantage.

Romanian specialist`s studies show a harsh reality: Romanian universities programs have only theoretical value, creating specialists but not for real life, but for a more abstract environment. Our university graduates are doing very well in a stable economic and institutional environment that offers relatively easy material and financial resources, with a set of skills and professional skills which fail to meet harsh reality of the labor market. An effective solution for professional skills development is the accumulation of work experience during college in the environment and on the job we have in view by following an internship program. As a form of practical education through work, internship meets young people, particularly students keen to gain experience through practical work in a job within a company or institution chosen, giving them the opportunity to translate theoretical knowledge into practice and to develop skills and experience of labor market activities that waits for them. This paper is an original applied research conducted in the West University of Timisoara, Faculty of Economics and Business Administration. It aims to identify whether there is a need for specialization Management students to acquire work experience before graduating, to what extent they are able to assess their skills and work in a company and especially the role of internship programs in professional and personal development of students. The results show that participation in an internship program is beneficial not only for students but also for employers. Leading to increased competences and to training and professional skills and personal development, internship becomes a more attractive alternative for young people because it gives them the opportunity to be “a ringer" of an employee on the position you have in view. Without being employed, students can gain practical experience in a certain position they sought in a company or institution on the labor market, practical experience they need so much and they can also learn what responsibilities and tasks the job entails and whether or not they are suitable for that position.

In literature, works that have the theme of human resources are some widespread, long a subject being addressed. Given their irreplaceable role in any organization, certainly in the area will continue to be of interest to those in the field. This paper aims to conduct a research, which has two main goals: identifying the importance given to human resources in organizations in the West Region of the country, and whether the Human Resources Department acts as the strategic partner of top management. The study does not include all companies in the mentioned area, but only those large or very large (over 250 employees), regardless of the nature of capital (Romanian, foreign, mixed) or sector (public or private), but that are not subsidiaries of multinational companies, with independent position, being independent decision. The results obtained with this study confirms the change in terms of human resources and the role assigned to the Human Resources Department within organizations, namely those in the Western Region of Romania. [ABSTRACT FROM AUTHOR]

This paper focused on an overview of the different approaches in the literature to the concept of high performance work practices (HPWP), showing how this term evolves over time. Analyzing the literature, the significance of this term are seen as an evolved with customer requirements. Organizations need employees easily adaptable, able to meet customer needs in a timely manner. Therefore, organizations must on the one hand to satisfy their customers, on the other hand, employees, those in which firms can achieve their goals. Currently have placed particular emphasis on employee motivation, training, their involvement in decision making, delegation of authority, remuneration based on performance, rewarding loyalty. All above are considered HPWP and the AMO model is representative of these. The implementation of HPWP is a current problem for organizations wishing to achieve a sustainable competitive advantage. In this sense, this article may provide information of interest to business. [ABSTRACT FROM AUTHOR]

Analysis of cultural factors is increasingly addressed in international management literature because it contributes to a better understanding of individual and group behavior in an organization, particularly important in the success of any company. Nature implicit societal culture gives it a strategic role within the organization, societal culture can be both a powerful strategy or not, a huge obstacle, which is deeply rooted in people's unconscious values. Strategic management of human resources in organizations requires understanding environmental influences both internal and external environment of organizations. From a cultural standpoint, the internal environment is the organizational culture, while the external environment is the culture industry and socio-cultural environment. In this paper, based on Hofstede's model, I think I can identify some correlation between the values recorded cultural dimensions of our country and how poorly the implementation of a strategic human resource management in firms in Romania. Also through Hofstede's model, I want to analyze the cultural dimensions of several European Union countries believe organizations have implemented and have a good strategic management of human resources that can be, in this sense, a model for environment business in our country. [ABSTRACT FROM AUTHOR]