REZUMATUL TEZEI DE DOCTORAT · 2.5.1. Motivația la locul de muncă 2.5.2. Teorii de motivare în...

MINISTERUL EDUCAŢIEI ȘI CERCETĂRII

UNIVERSITATEA ,,VALAHIA” din TARGOVISTE

IOSUD – ŞCOALA DOCTORALĂ DE ŞTIINŢE ECONOMICE ŞI UMANISTE

DOMENIUL FUNDAMENTAL ŞTIINŢE ECONOMICE

DOMENIUL MANAGEMENT

REZUMATUL TEZEI DE DOCTORAT

IMPACTUL LEADERILOR ASUPRA MOTIVĂRII

RESURSELOR UMANE ÎN ORGANIZAŢIILE

MULTINAŢIONALE

CONDUCĂTOR DE DOCTORAT,

Prof. univ. dr. Constanţa POPESCU

DOCTORAND,

Raluca PÂRJOLEANU

TÂRGOVIŞTE

2020

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Cuprins

I. Cuprinsul Tezei de Doctorat ........................................................................................................ 2

II. Contextul cercetării, actualitatea, importanța și motivația temei abordate .............................. 4

III. Structura tezei de doctorat ............................................................................................................. 5

IV. Specificitatea metodologică a cercetării științifice .................................................................... 9

V. Concluzii finale .............................................................................................................................. 12

VI. Contribuții personale ................................................................................................................... 15

VII. Limitele demersului de cercetare .............................................................................................. 17

VIII. Direcții viitoare de cercetare .................................................................................................... 17

IX. Bibliografie ................................................................................................................................... 18

X. Curriculum Vitae ........................................................................................................................... 35

XI. Lista lucrărilor publicate şi prezentate la manifestări ştiinţifice ............................................ 41

THE IMPACT OF LEADERS IN MOTIVATING HUMAN RESOURCES IN

MULTINATIONAL ORGANISATIONS ...................................................................................... 44

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I. Cuprinsul Tezei de Doctorat

LISTĂ ABREVIERI

GLOSAR TERMENI

LISTA FIGURILOR

LISTA GRAFICELOR

LISTA TABELELOR

INTRODUCERE

CAPITOLUL 1 - PERSPECTIVE ASUPRA PROCESULUI DE LEADERSHIP -

1.1. DEFINIȚII ALE LEADERSHIPULUI

1.2. TEORII DE LEADERSHIP

1.2.1. Teorii ale trăsăturilor

1.2.2. Teorii comportamentale

1.2.3. Teorii situaționale și de contingență

1.2.4. Teoria Leadershipului transformațional și Teoria Leadershipului tranzacțional

1.3. LEADERSHIP ÎN PERIOADE DE CRIZĂ

1.4. LEADERSHIP ȘI VULNERABILITATE

1.5. LEADERSHIP ÎNTR-O LUME GLOBALĂ

1.5.1. Proiectul GLOBE

1.5.2. GLOBE 2014

1.6. CONSIDERAȚII PRACTICE

Concluzii

CAPITOLUL 2 – PARADIGME ALE MOTIVAŢIEI MUNCII -

2.1. CONTEXT PRIVIND MOTIVAȚIA

2.2. MOTIVAREA LA LOCUL DE MUNCĂ

2.3. COMPLEXITATEA MOTIVAȚIEI

2.3.1. Viziunea holistică

2.3.2. Contextul motivației în muncă

2.4. TEORIILE MOTIVAȚIEI MUNCII

2.4.1. Alegerea Motivației Muncii

2.5. EFICIENTIZAREA MOTIVĂRII LA LOCUL DE MUNCĂ

2.5.1. Motivația la locul de muncă

2.5.2. Teorii de motivare în comportamentul organizațional

2.5.3. Strategii de motivare a angajatului

2.5.4. Motivația și performanța la locul de muncă

2.5.4.1. Motivarea financiară

2.5.4.2. Intervenții de capital psihologic

2.5.4.3. Programe de planificare a carierei

2.6. LEADERSHIPUL ȘI MOTIVAȚIA MUNCII

Concluzii

CAPITOLUL 3 – ASPECTE EPISTEMOLOGICE ŞI EVOLUŢIA ORGANIZAŢIILOR

MULTINAŢIONALE

3.1 DEZVOLTAREA CORPORAȚIILOR

3.1.1. Epistemologia corporațiilor

3.1.2. Apariția companiilor create prin decret legal (chartered)

3.1.3. Corporații în America Colonială

3.1.4. Actul Companiilor Britanice din anul 1862

3.1.5. Tipuri de corporații și originile acestora

3.1.6. Apariția corporației ca formă dominantă

3.1.7. Consolidarea industriei americane

3.1.8. Activități corporative moderne

3.1.9. Corporaţii la începutul secolului al XXI-lea

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3.2. CORPORAȚII MULTINAȚIONALE ÎN EUROPA

3.2.1. Dimensiunea și complexitatea grupurilor de întreprinderi multinaționale

3.2.2. Ocuparea forței de muncă în UE în cadrul grupurilor de întreprinderi multinaționale

3.3. CORPORAȚII MULTINAȚIONALE ÎN ROMÂNIA

3.3.1. Topul Celor mai doriți angajatori din România în anul 2019

3.4. MANAGEMENTUL RESURSELOR UMANE ÎN ORGANIZAȚIILE

MULTINAȚIONALE

3.4.1. Noţiuni generale privind managementul resurselor umane în organizaţii

multinaţionale

3.4.2. Implementarea Managementului Resurselor Umane în contextul Corporațiilor

Multinaționale

3.4.3. Scenarii ale implementării managementului resurselor umane

Concluzii

CAPITOLUL 4 - ABORDAREA METODOLOGICĂ A DEMERSULUI DE CERCETARE

PRIVIND IMPACTUL LEDERILOR ÎN MOTIVAREA RESURSELOR UMANE DIN

ORGANIZAȚIILE MULTINAŢIONALE DIN ROMÂNIA

4.1. Abordarea epistemologică și metodologică a demersului de cercetare privind rolul

leaderilor în motivarea resursei umane din organizaţii multinaţionale

4.2. Cadrul cercetării științifice

4.2.1. Obiectivele cercetării empirice

4.2.2. Ipotezele de cercetare

4.3. Metode de cercetare

4.4. Unitatea de observare

4.5. Unitatea de analiză

4.6. Rezultatele cercetării de teren

4.6.1 Atributele eșantionului

4.6.2 Analiza stilului de leadership predominant în corporaţie şi a încrederii respondenţilor

în leadership

4.6.3. Analiza rolului motivaţional al leaderului în corporaţie

4.6.4. Analiza percepţiilor angajaţilor cu privire la existenţa unor diferenţe de

comportament între leaderii străini şi cei români

4.6.5. Analiza percepţiilor angajaţilor cu privire la comportamentele de leadership care

asigură un nivel ridicat de motivare, satisfacţie şi încredere în rândul angajaţilor

4.7. Validarea ipotezelor

Concluzii

CAPITOLUL 5 - MODELUL DE LEADER CU IMPACT POZITIV ASUPRA

MOTIVĂRII RESURSEI UMANE ÎN CORPORAŢII MULTINAŢIONALE

5.1. Contextul motivării angajaţilor corporativi în România

5.2. Analiza SWOT a impactului motivațional al leaderilor din corporații

5.3. Necesitatea MLIPMRUCMR

5.4. Proiectarea MLIPMRUCMR

5.5. Modelul de Leader cu Impact Pozitiv asupra Motivării Resursei Umane în Corporaţii

Multinaţionale din România

Concluzii

CONCLUZII GENERALE, CONTRIBUŢII PERSONALE, LIMITE ŞI DIRECŢII

VIITOARE DE CERCETARE

Concluzii generale

Contribuţii personale:

Limitele cercetării

Direcţii viitoare de cercetare:

REFERINŢE BIBLIOGRAFICE

ANEXE

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II. Contextul cercetării, actualitatea, importanța și motivația temei abordate

Peste 1,3 milioane de români lucrau in anul 2018 în organizaţii multinaţionale,

majoritatea lor în Regiunea de Dezvoltare Bucureşti Ilfov. Totodata, organizaţiile

multinaţinale reprezintă companiile cu cea mai ridicată cifră de afaceri din România şi cei mai

doriţi angajatori în rândul celor aflaţi în cautarea unui loc de muncă.

În contextul muncii în corporaţii multinaţionale, înțelegerea motivației angajaţilor are

un rol extrem de important pentru a îmbunătăți productivitatea și satisfacția acestor angajați,

pentru a stabili obiective individuale și organizaționale, pentru o orientare în perspectivă și

pentru a structura locurile de muncă astfel încât să ofere niveluri optime de provocare,

control, varietate și colaborare.

Majoritatea organizaţiilor multinaţionale pun un accent deosebit pe dezvoltarea

leaderilor, inclusiv prin încurajarea leadershipului de sine, astfel încât fiecare angajat să

devină un leader în sfera sa de muncă.

Având în vedere aceste aspecte, devine imperativă cercetarea impactului pe care

leaderii îl pot avea asupra motivării angajaţilor din aceste organizaţii.

Studiile evidenţiază impactul important al leaderilor atât asupra schimbărilor şi

evoluţiei organizației, cât și asupra influenţării nivelului performanțelor la nivel de

organizație. Însă, deşi există o bază de cercetare atât de vastă, prea puţine lucrări au abordat

rolul leaderilor în motivarea angajaţilor din organizaţii multinaţionale.

Obiectivele tezei de doctorat IMPACTUL LEADERILOR ASUPRA

MOTIVĂRII RESURSELOR UMANE ÎN ORGANIZAŢIILE MULTINAŢIONALE

Studiul și analiza unei bogate baze bibliografice în domeniul leadershipului, în

domeniul motivării angajaţilor și în domeniul organizaţiilor multinaţionale au generat patru

întrebări principale:

Ce tip de leaderi conduc corporaţiile multinaţionale din România?

Sunt importanţi leaderii în influenţarea gradului de motivare şi satisfacţie a

angajaţilor în corporaţiile multinaţionale din România?

Resimt angajaţii diferenţe în comportamentele leaderilor în funcţie de naţionalitatea

acestora?

Cum s-ar putea defini un model de leader care să aibă un impact motivaţional pozitiv

asupra angajaţilor?

Relevanţa teoretică a cercetării privind ,,impactul leaderilor asupra motivării

angajaţilor din organizaţii multinaţionale” rezidă din studierea unui domeniu în continuă

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evoluţie. Relevanţa operaţională a cercetării provine din elaborarea unui model de leadeship

care va facilita cresterea motivării angajaţilor şi a nivelului de satisfacţie la locul de munca.

Demersul de cercetare doreşte să ofere o nouă perspectivă asupra impactului

leadershipului asupra motivării angajaţilor din organizaţiile multinaţionale. Pornind de la

acest context s-a definit obiectivul general, precum și trei obiective specifice de cercetare.

Obiectivul general al cercetării este proiectarea unui model de leader care să aibă un

grad ridicat de influenţă asupra motivării angajaţilor din corporaţii multinaţionale.

Din obiectivul general au rezultat trei obiective specifice de cercetare care analizează

contextul leadershipului în corporaţii multinaţionale:

Obiectiv specific 1 – Identificarea tipului de leader prezent in corporaţiile

multinaţionale din România.

Obiectiv specific 2 – Identificarea gradului în care leaderii din corporaţii

multinaţionale influenţează motivaţia si satisfacţia angajaţilor la locul de muncă.

Obiectiv specific 3 – Identificarea gradului în care angajaţii resimt diferenţe în

comportamentele leaderilor în funcţie de naţionalitatea acestora.

Pe baza obiectivelor descrise mai sus, am formulat patru ipoteze de lucru, pe care apoi

le-am validat sau invalidat prin intermediul cercetarii:

Ipoteza I: „În corporaţiile multinaţionale din România se identifică un tip dominant de

leadership”;

Ipoteza II: „În cadrul corporaţiilor multinaţionale, leaderul joacă un rol important în

motivarea angajaţilor la locul de muncă”;

Ipoteza III: „Angajaţii percep diferenţe între comportamentele de leadership ale leaderilor

străini şi celor români”;

Ipoteza IV – “Există comportamente de leadership care asigură un nivel ridicat de motivare

şi încredere a angajaţilor din corporaţii multinaţionale”.

III. Structura tezei de doctorat

Prezenta teză este compusă din cinci capitole, pe lângă care s-au adăugat secţiunile:

Introducere, Concluzii generale, Contribuţii personale, Limitele cercetării şi potenţiale

Direcţii viitoare de cercetare în continuarea acestui demers.

Capitolul 1 „PERSPECTIVE ASUPRA PROCESULUI DE LEADERSHIP”,

structurat în şase subcapitole, îşi propune să prezinte delimitările conceptuale ale

leadershipului, teoriile de leadership, aspecte ale leadershipului în perioade de criză (inclusiv

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implicaţiile crizelor globale, cum este pandemia Covid-19), consideraţii despre rolul

vulnerabilităţii în leadership, aspecte ale leadershipului global, precum şi consideraţii practice.

Ca o concluzie imtermediară a informaţiilor ilustrate în acest capitol, putem spune că

leadershipul reprezintă unul dintre cele mai cercetate fenomene comportamentale ale

ultimelor decenii.

Pe măsură ce cercetările evoluează, se propun noi modele de leadership şi se impune

din ce în ce mai mult adaptarea comportamentelor de leadership la mediul (organizaţia) în

care acestea sunt exercite. Având în vedere sfera puternic concurenţială în care îşi desfăşoară

activitatea majoritatea organizaţiilor în secolul al XXI-lea, leaderii, fie că sunt leaderi formali

sau informali, trebuie să îşi dezvolte aptitudini şi abilităţi de leadership prin care să reuşească

să ducă organizaţia în direcţia dezvoltării continue şi competitive.

Anul 2020, cu numeroasele sale crize, a adus şi mai mult în prim plan rolul crucial al

leaderilor în sustenabilitatea şi croirea drumului spre succes a corporaţiilor.

De subliniat este faptul că provocările moderne impun implementarea de modele de

leadership flexibil si adaptaptabil la mediu şi la provocări, de multe ori, imprevizibile.

Capitolul 2, „PARADIGME ALE MOTIVAŢIEI MUNCII”, structurat în şase

subcapitole, evidenţiază contextul general al motivaţiei, axându-se apoi asupra motivării

angajaţilor la locul de muncă, aspectele complexităţii motivării, teoriile motivaţiei muncii,

modalităţile de eficientizare a motivării angajaţilor şi, nu in ultimul rând, abordează tema

relaţiei dintre leadership si motivaţia muncii. Relaţia dintre aceste concepte repezintă baza

cercetării care face obiectul prezentei teze.

Ca urmare a sintetizării informaţiilor din acest capitol, concluzionăm că motivarea

angajaților este foarte importantă pentru o organizație de succes, astfel încât orice companie

ar trebui să se concentreze pe motivarea resursei umane pentru a rămâne competitivă pe piață

și pentru a evita unele probleme, cum ar fi cele legate de retenţia angajaților care pot afecta în

mod definitoriu afacerea. Astfel, tehnicile motivaționale eficiente ar trebui implementate în

orice companie care îşi doreşte să fie de succes. În urma implementării unor metode de

motivare adaptate la mediul specific organizaţiei şi la tipul de angajaţi ai acesteia, satisfacția

lucrătorilor la locul de muncă va crește, iar ei se vor simţi mai motivați să performeze la cele

mai înalte standarde. Studiile au arătat că factorii motivatori, cum ar fi reuşitele la locul de

muncă, recunoașterea, diversificarea responsabilităților și avansarea în carieră, joacă un rol

important în motivarea angajaților la locul de muncă. Este importantă atingerea echilibrului

fragil dintre nivelul de provocări pe care locul de muncă le aduce şi resursele puse la

dispoziţia angajatului. Pachetele care îmbină motivarea financiară cu cea non-monetară, cu

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activităţi de coaching şi mentorat, investirea în dezvoltarea angajaţilor, precum şi flexibilitatea

programului de lucru, sunt componente majore de stimulare a motivaţiei faţă de muncă.

Capitolul 3, intitulat „ASPECTE EPISTEMOLOGICE ŞI EVOLUŢIA

ORGANIZAŢIILOR MULTINAŢIONALE”, este structurat în patru subcapitole. Acesta

face legătura cu mediul în care se va analiza relaţia dintre leadership, motivaţia muncii şi

organizaţiile multinaţionale. Capitolul prezintă epistemologia acestor organizaţii, începând cu

naşterea lor în Statele Unite ale Americii acum mai mult de doua secole şi până la analiza

acestora la nivelul Uniunii Europene si apoi la nivelul ţării noastre. De asemenea, capitolul

include şi o prezentare aspectelor referitoare la managementul resurselor umane la nivelul

corporaţiilor multinaţionale.

Informaţiile prezentate în acest capitol demonstrează că organizaţiile de tipul

corporaţiilor multinaţionale reprezintă cea mai importantă formă de afaceri la nivel global.

Rolul definitoriu asupra economiei mondiale a putut fi văzut la declanşarea crizei financiare

din anul 2008, dar şi în evenimentele recente legate de pandemia Covid-19, când corporaţiile

s-au mobilizat şi au dotat lucrătorii din linia întâi a sistemului sanitar cu echipamente de

protecţie.

Prin Investițiile Străine Directe (ISD), corporaţiile multinaţionale aduc un impact

pozitiv asupra economiilor din întreaga lume. Pe lângă aportul la dezvoltarea locală a zonelor

unde acestea deschid filiale, corporaţiile multinaţionale reprezintă o formă de integrare a unei

economii locale în economia globală.

Aşa cum s-a arătat în acest capitol, corporaţiile multinaţionale joacă un rol

determinant în economia românească, ele reprezentând deopotrivă şi companiile cu cea mai

mare Cifră de afaceri, dar şi cei mai doriţi angajatori pentru cei aflaţi în căutarea unui loc de

muncă.

Odată cu evoluţia pieţei muncii din România şi adoptarea tot mai multor practici şi

comportamente noi, aşa cum angajatorii crează un profil al angajaţilor pe care doresc să-i

atragă, în egală măsură anagajaţii îşi crează un model de angajator pentru care îşi doresc să

lucreze. Iar piaţa muncii oferă o varietate de oportunităţi pentru ambele părţi ale procesului.

Având în vedere rolul important pe care corporaţiile multinaţionale îl joacă în piaţa

muncii din România, este de interes de studiat ce anume îi motivează pe angajaţi să aleagă să

lucreze pentru corporaţii, dar şi ce rol joacă leaderii în motivarea resursei umane din aceste

organizaţii.

Capitolul 4, denumit „ABORDAREA METODOLOGICĂ A DEMERSULUI DE

CERCETARE PRIVIND IMPACTUL LEDERILOR ÎN MOTIVAREA RESURSELOR

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UMANE DIN ORGANIZATIILE MULTINAŢIONALE DIN ROMÂNIA” prezintă

cercetarea de teren şi are ca scop determinarea stilului de leadership utilizat cel mai frecvent

în organizaţia studiată şi identificarea comportamentelor de leadership cu impact motivaţional

asupra resurselor umane din coporaţia multinaţională studiată.

Abordarea epistemologică și metodologică a demersului de cercetare privind

rolul leaderilor în motivarea resursei umane din organizaţii multinaţionale: Studiul de

cercetare despre impactul leaderilor asupra motivării angajaților din corporații multinaționale

îşi propune să identifice ce îi motivează pe angajaţii dintr-o corporaţie multinaţională din

Bucureşti, ce stil de leadership adoptă leaderii organizaţiei, concentrându-se mai ales pe

comportamentele de leadership care îi motivează pe aceşti angajaţi.

Capitolul 5 „MODELUL DE LEADER CU IMPACT POZITIV ASUPRA

MOTIVĂRII RESURSEI UMANE ÎN CORPORAŢII MULTINAŢIONALE" prin

modelul propus, oferă posibilitatea identificării comportamentelor de leadership care

influenţează și modelează motivarea resurselor umane din cadrul corporaţiilor multinaţionale

din România.

Proiectarea modelului se bazează pe principiile Gemba KAIZEN şi propune o serie de

abilităţi, competenţe şi comportamente necesare pentru motivarea eficientă a angajaţilor

corporativi.

Utilizarea modelului de leadership propus este fundamentală pentru creşterea nivelului

motivaţiei angajaţilor din corporaţiile multinaţionale prin generarea unor atitudini pozitive ale

angajaţilor față de munca în corporaţii multinaţionale.

Concluzii generale. Contribuţii personale. Limite şi direcţii viitoare de cercetare ale

prezentei teze de doctorat realizează o sinteză a informaţiilor expuse şi analizate pe parcursul

întregii lucrări. În secţiunea contribuţii personale am prezentat rezultatele obţinute în urma

studierii comparative a unei baze vaste de noţiuni, concepte, teorii şi paradigme ale rolului

jucat de leaderii din organizaţiile multinaţionale în motivarea resursei umane.

Bibliografia prezentei teze de doctorat este deosebit de cuprinzătoare, fiind riguros

aleasă în scopul fundamentării adecvate a conţinutul tezei. Bibliografia cuprinde cărţi şi

articole relevante ale unor autori consacraţi din literatura de specialitate străină, dar şi din cea

românească. Sursele bibliografice sintetizează informaţii recente, urmărind cele mai actuale

direcţii şi evoluţii din domeniile studiate.

Suportul teoretico-ştiinţific al cercetării s-a centrat pe studierea scrierilor celor mai

importanţi cercetători din domeniu, contribuind în mod relevant la clarificarea conceptelor de

leadership şi motivare a angajaţilor în contextul corporaţiilor multinaţionale. Paralel cu

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analiza acestor lucrări, au fost identificate şi incluse în parcursul cercetării o serie de rapoarte

şi studii întocmite de instituţii naţionale şi internaţionale de prestigiu, lucrări prezentate la

conferinţe internaţionale, precum şi articole din presa de specialitate.

În concluzie, prezenta lucrare şi-a propus să scoată în evidenţă, fără a pretinde în

vreun fel să fi clarificat în totalitate problematica abordată, principalele aspecte referitoare la

rolul leaderilor ca factor important de influenţă în motivarea resursei umane angajate în

corporaţii multinaţionale.

IV. Specificitatea metodologică a cercetării științifice

Lucrarea IMPACTUL LEADERILOR ASUPRA MOTIVĂRII RESURSELOR

UMANE ÎN ORGANIZAŢIILE MULTINAŢIONALE îşi propune să identifice ce îi

motivează pe angajaţii dintr-o corporaţie multinaţională din Bucureşti, ce stil de leadership

adoptă leaderii organizaţiei, concentrându-se mai ales pe comportamentele de leadership care

îi motivează pe aceşti angajaţi.

Provocarea științifică identificată și studiată în acest studiu de cercetare este

reprezentată de rolul pe care îl joacă leaderii în îmbunătăţirea gradului de motivare a

angajaţilor.

După cum se poate observa din lista de referințe bibliografice în domeniul

leadershipului, în domeniul motivării angajaţilor și în domeniul organizaţiilor multinaţionale

s-au studiat peste 250 de lucrări, dând naștere la patru întrebări principale:

Ce tip de leaderi conduc corporaţiile multinaţionale din România?

Sunt importanţi leaderii în influenţarea gradului de motivare şi satisfacţie a

angajaţilor în corporaţiile multinaţionale din România?

Resimt angajaţii diferenţe în comportamentele leaderilor în funcţie de naţionalitatea

acestora?

Cum s-ar putea defini un model de leader care să aibă un impact motivaţional pozitiv

asupra angajaţilor?

Prezentul demers de cercetare are ca obiectiv general proiectarea unui model de

leader care să aibă un grad ridicat de influenţă asupra motivării angajaţilor din corporaţii

multinaţionale.

Am identificat trei obiective specifice de cercetare care analizează legăturile dintre

leadership şi motivarea resurselor umane în corporaţii multinaţionale:

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Obiectiv specific 1 – Identificarea tipului de leader prezent în corporaţiile

multinaţionale din România.

Obiectiv specific 2 – Identificarea gradului în care leaderii din corporaţii

multinaţionale influenţează motivaţia și satisfacţia angajaţilor la locul de muncă.

Obiectiv specific 3 – Identificarea gradului în care angajaţii resimt diferenţe în

comportamentele leaderilor în funcţie de naţionalitatea acestora.

Studiul de cercetare este de natură deductiva, ameliorativă si prospectivă, iar dupa

metodele aplicate acesta este descriptiv, cantitativ si static.

În scopul atingerii obiectivelor descrise mai sus, am formulat patru ipoteze de lucru,

pe care am urmărit să le validăm sau invalidăm prin intermediul cercetarii:

Ipoteza I: „În corporaţiile multinaţionale din România se identifică un tip dominant de

leadership.”;

Ipoteza II: „În cadrul corporaţiilor multinaţionale, leaderul joacă un rol important în

motivarea angajaţilor la locul de muncă.”;

Ipoteza III: „Angajaţii percep diferenţe între comportamentele de leadership ale leaderilor

străini şi celor români.”;

Ipotezei IV – „Există comportamente de leadership care asigură un nivel ridicat de motivare

şi încredere a angajaţilor din corporaţii multinaţionale.”

Metodele de colectare a datelor utilizate sunt: metoda anchetei, folosind ca instrument

chestionarul și metoda cercetării documentelor (studierea surselor de informare oficiale în

scopul urmăririi obiectivului general şi a obiectivelor specifice studiului).

Metodele utilizate de măsurare a datelor sunt:

- numărarea nominală (centralizarea particularităţilor respondenţilor: vârstă, gen,

vechime în muncă, etc),

- numărarea ordinală (percepția respondenților referitoare tipologia leaderului,

rolul motivaţional al acestuia),

- clasificarea informaţiilor prezentate de paticipanţii la cercetare

- compararea (raportarea unităţii măsurate la mărimea teoretică).

Metodele de prelucrare şi interpretare a datelor studiului sunt:

- analiza de conținut axată pe colaborarea participanţilor și

- metode de calculare a indicilor statistici care arată tendința centrală (media,

mediana și modulul), variaţia, amplitudinea (raportul dintre valoarea maximă şi minimă a

variabilei selectate), abaterea medie/ standard și coeficienţii de corelaţie (legătura de

interdependență dintre două variabile).

11

Procesul de cercetare a fost structurat pe mai multe etape, aşa cum s-a ilustrat in

Figura 1.

Figura 1 - Etapele procesului de cercetare

Sursa: elaborat de autor

În această cercetare, dedicată explorării influenţelor leadershipului asupra motivării

resurselor umane din corporaţii multinaţionale, unitatea de observare este filiala din

Bucureşti a unei corporaţii multinaţionale americane din domeniul bunurilor de larg

consum (FMCG - Fast Moving Consumer Goods).

Această organizaţie are aproximativ 180 angajaţi, dar se află în continuă expansiune.

Volumul eşantionului a cuprins 121 unităţi, atât mangeri, cât şi specialişti, reprezentând 67%

din numărul total de angajaţi ai filialei. A fost validat un număr de 119 chestionare.

S-a utilizat eşantionarea simplă, aleatoare.

Chestionarele au fost întocmite folosind Microsoft Word și site-ul web Googledocs care

a permis transmiterea online a formularului. În urma verificării datelor colectate privind

completarea răspunsurilor pentru toate întrebările, au fost anulate 2 chestionare. Cele 119

chestionare valide arată o rată semnificativă a răspunsurilor de 98%.

Colectarea, centralizarea, analiza şi interpretarea informaţiilor furnizate de respondenţi

Designul chestionarului

Alegerea unităţii de observare şi a unitaţii de analiză

Stabilirea ipotezelor

Elaborarea întrebărilor aferente cercetării

Elaborarea obiectivelor specifice

Stabilirea obiectivelor generale

Identificarea scopului cercetării

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Perioada de culegere a datelor a fost luna iunie 2020.

Prelucrarea datelor culese s-a realizat cu ajutorul programului SPSS (Statistical

Package of the Social Science), versiunea 23.0 care a generat calcularea indicatorilor statistici

utilizaţi pentru validarea rezultatelor sondajului.

V. Concluzii finale

Sintetizând rezultatele studiului literaturii de specialitate şi pe cele ale cercetării

întreprinse, evidenţiem o serie de concluzii cu caracter general:

Leadershipul reprezintă unul dintre cele mai cercetate fenomene comportamentale ale

ultimelor decenii.

Pe măsură ce cercetările evoluează, se propun noi modele de leadership şi se impune din

ce în ce mai mult adaptarea comportamentelor de leadership la mediul

(organizaţia) în care acestea sunt exercite.

Având în vedere sfera puternic concurenţială în care îşi desfăşoară activitatea

majoritatea organizaţiilor în secolul al XXI-lea, leaderii, fie că sunt leaderi formali sau

informali, trebuie să îşi dezvolte aptitudini şi abilităţi de leadership prin care să

reuşească să ducă organizaţia în direcţia dezvoltării continue şi competitive.

Anul 2020, cu numeroasele sale crize, a adus şi mai mult în prim plan rolul crucial al

leaderilor în sustenabilitatea şi croirea drumului spre succes a corporaţiilor.

De subliniat este faptul că provocările moderne impun implementarea de modele de

leadership flexibil si adaptaptabil la mediu şi la provocări, de multe ori, imprevizibile.

Motivarea angajaților este foarte importantă pentru o organizație de succes, astfel încât

orice companie ar trebui să se concentreze pe ea pentru a rămâne competitivă pe piață și

pentru a evita unele probleme, cum ar fi cele referitoare la retenţia angajaților care vor

afecta în mod definitoriu afacerea.

Tehnicile motivaționale eficiente ar trebui implementate în orice companie care îşi

doreşte să fie de succes.

În urma implementării unor metode de motivare adaptate la mediul organizaţiei şi la

tipul de angajaţi ai acesteia, satisfacția lucrătorilor la locul de muncă va crește, iar ei se

vor simţi mai motivați să performeze la cele mai înalte standarde.

Studiile au arătat că factorii motivatori, cum ar fi reuşitele la locul de muncă,

recunoașterea, diversificarea responsabilităților și avansarea avansarea în carieră, joacă

un rol important în motivarea angajaților la locul de muncă.

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Este importantă atingerea echilibrului fragil dintre nivelul de provocări pe care locul de

muncă le aduce şi resursele puse la dispoziţia angajatului.

Pachetele care îmbină motivarea financiară cu cea non-monetară, cu activităţi de

coaching şi mentorat, investirea în dezvoltarea angajaţilor, precum şi flexibilitatea

programului de lucru, sunt componente majore de stimulare a motivaţiei faţă de muncă.

Organizaţiile de tipul corporaţiilor multinaţionale reprezintă cea mai importantă formă

de afaceri la nivel global.

Corporaţiile multinaţionale joacă un rol determinant în economia României, ele

reprezentând deopotrivă şi companiile cu cea mai mare Cifră de afaceri, dar şi cei mai

doriţi angajatori pentru cei aflaţi în căutarea unui loc de muncă.

În corporaţie se dentifică un stil de leadership dominant. Comportamentele identificate

de respondenţi ca fiind cel mai des întâlnite sunt specifice leadershipului

transformaţional, iar acest model de leadership este în concordanţă cu cultura

corporaţiei studiate;

Activitatea eșantionului este axată pe operaţiuni, cu obiective principale legate de

livrarea de indicatori clari de business şi asigurarea productivităţii muncii.

Având indicatori de performanţă de atins, cum ar fi asigurarea unui anumit procent de

facturi plătite la timp, asigurarea unui anumit procent de livrări la timp din partea

furnizorilor de piese de schimb pentru liniile de producţie, etc., este evidentă necesitatea

aplicării unor comportamente de leadership tranzacţional.

Comportamentele de leadership tranzacţional utilizate se referă la impunerea de

obiective si indicatori de performanţă, urmărirea periodică a atingerii acestor indicatori,

evaluarea periodică a activităţii sau luarea de măsuri corective atunci când situaţia o

impune.

Comportamentele tranzacționale sunt aplicate într-un mod suportiv şi nu directiv.

87% din respondenţii din eşantion consideră că a fi conduşi de leaderi corecţi,

inspiraţionali şi care să îi ajurte să se dezvolte reprezintă cel mai important factor

motivaţional în munca lor.

Rolul motivaţional al leaderului este perceput ca prioritar în faţa nivelului salarial

ridicat, iar rolul motivaţional al recompenselor non-monetare a fost apreciat doar de

46% dintre respondenţi.

Modelul actual de leadership nu motivează suficient angajaţii (57,9%).

Leadershipul începe cu efortul inițial făcut pentru a recruta un nou angajat, continuă

prin întregul proces de asimilare a angajatului și continuă în fiecare zi până când

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angajatul părăsește organizația. Acest proces este cultivat de leaderi, motivând angajații

și subliniază încă o dată importanța leadershipului pentru o organizație.

Calitatea relației unui leaderi şi subordonaţi este cel mai puternic element al motivației

angajaților. Creează o atitudine profesională, pozitivă și respectuoasă, iar angajații au

mai multe șanse să adopte o abordare similară cu colegii lor și să se bucure de muncă.

Este clar că stilurile de management și de leadership adoptate vor avea un efect

determinant asupra nivelului de motivare, moralului și satisfacției angajaților.

Există o oportunitate clară de îmbunătăţire a comportamentelor de leadership în scopul

unei mai bune motivări a angajaţilor.

Din analiza combinată, se poate concluziona că angajaţii care s-au gândit mai mult la

leaderi străini consideră în proporţie mai mare că există diferenţe de comportamente de

leadership între leaderii români şi cei de altă naţionalitate.

Deşi angajaţii resimt unele diferenţe de comportament în funcţie de naţionalitatea

leaderilor, acestea nu sunt suficient de pregnante, cel mai probabil pentru că stilul de

leadership este influenţat de cultura organizaţională a corporaţiei multinaţionale, cultură

stabilită de la nivel de sediu central, respectiv din Cincinati, Statele Unite ale Americii.

Au fost identificate o serie largă de comportamente de leadership care, utilizate

corespunzător, cresc nivelul de motivare și încredere al angajaților.

Se pot depista diferențe în nivelul de acord legat de motivare și încredere menționat de

respondenți între Manageri si Specialiști.

Rolul leaderilor este de a motiva subalternii să-și atingă potențialul maxim pentru

obținerea obiectivelor organizației.

Leadershipul și motivația sunt factori cheie care influențează succesul organizației,

precum și satisfacția angajaților.

Legătura și interconectarea leadershipului și modalitățile adecvate de motivare a

angajaților sunt esențiale pentru succesul oricărei corporații multinaționale.

Angajații corporativi reprezintă o pondere importană a forței de muncă din regiunea

București-Ilfov.

Comportamentul leaderilor este cel mai important factor motivațional pentru angajații

corporativi.

Majoritatea studiilor legate de modele de leadership în mediul corporativ sunt efectuate

in Statele Unite ale Americii și nu au aplicabilitate integrală într-o cultură cum este cea

a României.

Modelul de leadership utilizat de corporații în prezent nu motivează angajații să

15

performeze la cel mai înalt nivel al capacităților lor profesionale.

S-a impus proiectarea unui model de leader cu abilități, competențe și comportamente

adaptate la nevoile angajaților corporativi din România.

S-a realizat analiza SWOT a leadershipului utilizat în Corporație, bază de pornire în

modelarea unei noi tipologii de leadership adaptat nevoilor.

Modelul nostru de Leader cu Impact Pozitiv asupra Motivării Resursei Umane în

Corporaţii Multinaţionale din România include atât recomandări legate de abilități și

competențe profesionale, abilități și competențe soft, dar și comportamente de

leadership identificate ca având un important rol motivațional pentru angajații

corporativi.

VI. Contribuții personale

Luând în considerare specificul lor, contribuțiile personale la dezvoltarea cunoașterii

științifice din cadrul realizării tezei „Impactul leaderilor asupra motivării resurselor umane în

organizaţiile multinaţionale” au fost defalcate în trei tipuri: contribuții cu caracter de sinteză,

contribuții cu caracter teoretic și experimental și contribuții cu caracter științific curricular și

interdisciplinar.

1. Contribuții teoretice cu caracter de sinteză:

Identificarea și studiul lucrărilor ştiinţifice relevante din domeniul motivării,

leadershipului şi epistemologiei corporaţiilor multinaţionale.

Includerea de citate relevante din lucrările ştiinţifice valoroase din domeniul motivării,

leadershipului şi epistemologiei corporaţiilor multinaţionale.

Prezentarea, în 3 capitole distincte, a definiţiilor şi teoriilor de leadership şi a celor

legate de motivare/ motivaţia muncii si organizaţii multinaţionale.

Analiza leadershipului în situaţii de criză, punând un accent pe criza provocată de

pandemia de Covid-19 din 2020 – comportamente de leadership şi motivare.

Sinteza importanţei vulnerabilităţii în leadership.

Abordarea leadershipului într-o lume globală, făcând trecerea către perspectiva

corporaţiilor multinaţionale.

Sinteza proiectelor GLOBE (Global Leadership and Organizational Behavior

Effectiveness) – Leadership Global și Eficacitatea Comportamentului Organizațional.

Analiza contextului şi complexităţii motivaţiei şi motivaţiei muncii.

Prezentarea metodelor de eficientizare a motivării angajaţilor şi a strategiilor de

16

motivare.

Ilustrarea legăturilor dintre leadership şi motivaţia muncii.

Sinteza epistemologică și evolutivă a corporaţiilor multinaţionale.

Prezentarea tipurilor de corporaţii.

Centralizarea informaţiilor statistice privind corporaţiile multinaţionale din Uniunea

Europeana.

Ilustrarea contextului ocupării forței de muncă în UE în cadrul grupurilor de

întreprinderi multinaționale

Centralizarea informaţiilor statistice privind corporaţiile multinaţionale din România.

Prezentarea dovezilor statistice ale dezirabilităţii corporaţiilor multinaţionale ca

angajator în România

Consemnarea strategiilor de implementare a Managementului Resurselor Umane în

Corporaţiile multinaţionale.

Validarea, prelucrarea, analiza și interpretarea răspunsurilor colectate din unitatea de

analiză;

Prezentarea concluziilor cercetării.

2. Contribuții teoretice și empirice:

Realizarea unei metodologii potrivite pentru cercetărea empirică a impactului

leaderilor asupra motivării angajaţilor dintr-o corporaţie multinaţională;

Enunţarea a trei obiective specifice și emiterea a patru ipoteze de cercetare, pornind de

la baza teoretică prezentată;

Designul și aplicarea chestionarului în unitatea de analiză aleasă;

Testarea ipotezelor pe baza analizei și interpretării răspunsurilor colectate;

Elaborarea unui model de leader cu impact motivaţional asupra resursei umane din

corporaţiile multinaţionale din România.

3. Contribuții cu caracter științific curricular și transdisciplinar:

caracterul științific curricular este demonstrat de lucrarea realizată din cadrul

proiectului POSDRU/187/1.5/S/155425, “Excelență interdisciplinară în cercetarea

științifică doctorală din România – EXCELLENTIA”, din al cărui grup ţintă am făcut

parte. Lucrarea a vizat subiectul “ABORDAREA LEADER ÎN ROMÂNIA ŞI

UNIUNEA EUROPEANĂ”. De asemenea, pe parcursul anilor de studiu, am elaborat

şi prezentat trei rapoarte intermediare de activitate, iar activitatea este încununată de

17

teza de doctorat ,,IMPACTUL LEADERILOR ASUPRA MOTIVĂRII

RESURSELOR UMANE ÎN ORGANIZAŢIILE MULTINAŢIONALE”;

caracterul interdisciplinar al demersului se evidenţiaza prin abordarea de componente

de management general, management al resurselor umane, economie, psihologie și

sociologie.

VII. Limitele demersului de cercetare

În procesul de realizare a cercetării ştiinţifice au fost întâmpinate unele impedimente:

Restricţii din partea corporaţiei în mediatizarea cercetării la nivel oficial în rândul

angajaţilor, ceea ce a dus la un efort de abordare individuală a angajaţilor pentru a

solicita participarea lor în cadul cercetării.

Restricţiile amintite mai sus au determinat alegerea unei metode de eşantionare

nealeatoare, ceea ce imprimă o precizie mai limitată a rezultatelor, însă, având în

vedere procentul ridicat de respondenţi, rezultatele se pot extrapola la întreaga

organizaţie analizată.

Procesul laborios de colectare a răspunsurilor, dat fiind numărul mare de întrebări

incluse în chestionar şi disponibilitatea limitată de timp şi interes a angajaţilor din

unitatea de analiză.

Răspunsurile colectate reprezintă percepţia angajaţilor din corporaţia aleasă ca unitate

de analiză, ceea ce poate avea un impact negativ cu privire la obiectivitatea studiului

elaborat.

Realizarea cercetării sociologice empirice în perioada pandemiei Covid-19.

Realizarea studiului pe un orizont de timp redus, din cauza unor impedimente

oranizatorice temporale.

Cercetarea empirică a avut un caracter static, astfel evaluându-se comprtamentele de

leadership care motivează angajaţii într-un anumit moment temporal.

VIII. Direcții viitoare de cercetare

Având în vedere la limitele cercetării enumerate mai sus, admitem că prezentul studiu

poate fi perfecţionat. Astfel, este adecvată determinarea unor direcţii de cercetare viitoare:

Aplicarea de metodologii noi de cercetare empirică, în scopul îmbunătăţirii nivelului

18

de obiectivitate a studiului.

Extinderea cercetării şi la nivelul altor corporaţii prezente în România, în care cultura

de leadership este diferită .

Aprofundarea cauzalităţii dintre metodele de motivare a angajaţilor din corporaţii şi

performanţa acestora.

Realizarea unei cercetări sociologice empirice cu caracter dinamic în scopul observării

şi analizei evoluţiei motivării angajaţilor din corporaţiile din România pe o perioadă

mai lungă de timp.

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35

X. Curriculum Vitae

INFORMAŢII PERSONALE

Raluca PÂRJOLEANU

Str. Heliade între vii nr. 28, Bucureşti, sector 2 (România)

+40726187896

[email protected]

Sex: Feminin | Data naşterii: 14/04/1982 |

Naţionalitate: Română

EXPERIENŢA PROFESIONALĂ

Din 01/06/2016 Manager Achiziţii

PROCTER & GAMBLE MARKETING ROMANIA

Aug. 2018 – Ian. 2020; Din Oct 2020: Europe Spares Supply Management Leader

Ian. – Sept. 2020: Europe & Asia Spares Supply Management Leader

Oct 2017 - Iulie 2018: P2P Europe Direct Manager

Ian – Sept 2017: P2P Europe Direct Manager and Infosys Governance

Aug – Dec 2016: Europe Supplier Care SPOC

04/06/2015 –

30/05/2016 Consilier Afaceri Europene

FLAG Asociaţia pentru Dezvoltare Durabilă “Prut-Dunăre” Galaţi, jud. Galaţi

(România)

Evaluarea proiectelor depuse spre finanţare prin FLAG ADDPD;

Monitorizarea implementării proiectelor finantaţe prin FLAG; efectuarea de

verificari trimestriale ale proiectelor;

Participarea la întocmirea cererilor de rambursare;

Analiza solicitărilor de acte adiţionale de modificare a contractelor de finanţare ale

beneficiarilor.

13/01/2015 –

03/06/2015 Expert Evaluator

Grupul de Acţiune Locală „Calaraşi Vest”, Fundulea, jud. Călăraşi

(România)

Activităţi de evaluare a eligibilităţii şi conformităţii proiectelor depuse spre finanţare

prin Strategia de Dezvoltare Locală a Grupului de Acţiune Locală „Calaraşi Vest”.

27/10/2004 –

Prezent Manager General

RALARES CONSULT SRL, Galati (România)

Elaborarea de proiecte pentru obţinerea de fonduri nerambursabile

Implementarea de proiecte cu finanţare nerambursabila (management de proiecte in

valoare de > 100 mil EUR)

Elaborarea de planuri de afaceri, analize cost-beneficiu, studii de piaţă, studii de

fezabilitate

Asistenţă in achiziţii publice

Activitati de instruire

36

01/11/2013 –

31/1/2014 Expert evaluare şi soluţionare contestaţii

Innovacion y Desarrollo Local, S.L. Madrid, Sucursala Bucureşti, (România)

Analiza şi soluţionarea contestaţiilor asupra evaluării iniţiale a 20 de proiecte depuse spre

finantare din POS DRU. Activitatea s-a desfăşurat în cadrul contractului subsecvent

semnat între Innovacion y Desarrollo Local S.L., Madrid Sucursala Bucureşti si

Ministerul Fondurilor Europene – Autoritatea de Management pentru Programul

Operaţional Asistenţă Tehnică, cu denumirea „Servicii de asistenţă tehnică pentru

asigurarea unor experţi care să vină în sprijinul Autorităţii de Management pentru POS

DRU, pentru soluţionarea contestaţiilor ca urmare a procesului de evaluare a cererilor de

finanţare depuse în cadrul apelurilor nr. 123-152 finanţate din POS DRU”.

05/03/2013 –

31/05/2014

Manager Proiect (proiect finantat prin FEADR, axa LEADER)

Asociaţia Grup de Acţiune Locală „Lunca Joasă a Siretului”, jud. Galati, (România)

Coordonarea activităţii GAL şi asigurarea unei bune funcţionări a compartimentului

administrativ;

Monitorizarea bugetului şi semnalarea către organele asociaţiei a oricăror

neregularităţi;

Verificarea unei serii de documente care asigură transparenţa, obiectivitatea,

concurenţa, egalitatea şi nediscriminarea procesului decizional în selecţia proiectelor;

Evaluarea proiectelor (peste 40 proiecte evaluate);

Participare la intocmirea dosarelor de plata, a rapoartelor de progress si a procedurilor

de achizitii.

01/01/2009 –

31/12/2009

Asistent Manager Proiect (ian. – mart.)

Manager Proiect (mart. – dec.)

Consiliul Local al Comunei Schela, proiect PHARE

Supervizarea implementării proiectului;

Intocmire documentaţii achiziţii publice şi evaluare oferte,

Asistenţă elaborare dosare cerere de rambursare;

Participare la întâlniri cu diferite autorităţi locale/ centrale;

Prezentarea proiectului în conferinţe de presa.

06/2/2009 –

30/1/2010 Manager proiect Consiliul Local al Comunei Folteşti, proiect PHARE

Supervizarea implementării proiectului;

Intocmire documentaţii achiziţii publice şi evaluare oferte,

Asistenţă elaborare dosare cerere de rambursare;

Participare la întâlniri cu diferite autorităţi locale/ centrale;

Prezentarea proiectului în conferinţe de presa.

19/9/2008 –

18/9/2009 Consultant in management

Societatea Nationala de Cruce Rosie din Romania – Filiala Galati, Galati (România)

Consultanţă în implementarea proiectului PHARE CBC

Întocmirea rapoartelor tehnice către Autoritatea Contractantă;

Participarea la elaborarea rapoartelor financiare pentru Autoritatea Contractantă,

Întocmirea documentaţiilor de achiziţii, evaluarea ofertelor şi încheierea

contractelor

21/11/2005 –

30/8/2008

Inspector de specialitate (Monitorizare, Consultanta, Programe, Scriere Proiecte)

Consiliul Judeţului Galaţi – Direcţia Generală de Asistenţă Socială şi Protecţia

37

EDUCAŢIE ŞI FORMARE

CERTIFICĂRI PROFESIONALE ŞI

CURSURI DE PERFECŢIONARE/

SPECIALIZARE:

Copilului, Galaţi (România)

Întocmirea şi implementarea de proiecte cu finanţare nerambursabilă în scopul

sprijinirii persoanelor aflate în situaţii de risc social;

Responsabil Financiar (implementare proiect PHARE CES):

întocmirea rapoartelor financiare pentru organele de control

controlul modului în care este gestionat bugetul proiectului

participarea la elaborarea rapoartelor către Autoritatea Contractantă

verificarea documentaţiilor de achiziţii

supervizarea implementării proiectului.

1/12/2004 –

20/11/2005

Inspector debutant (Birou Monitorizare)

Consiliul Judeţului Galaţi – Direcţia Generală de Asistenţă Socială şi Protecţia

Copilului, Galaţi (România)

Întocmirea si implementarea de proiecte de finanţare nerambursabila in scopul

sprijinirii persoanelor aflate in situatii de risc social;

2014 - 2020 Doctorand Management

Universitatea Valahia din Târgovişte, Târgovişte (România)

IOSUD – Şcoala Doctorală de Ştiinţe Economice şi Umaniste

Domeniul Fundamental Ştiinţe Economice// Domeniul Management

2005–2007 Diploma Master

Facultatea de Ştiinţe Economice, Universitatea Dunărea de Jos, Galaţi, (România)

Domeniul Afaceri Internationale

2001–2005 Diploma de Licenta

Facultatea de Ştiinţe Economice, Universitatea Dunărea de Jos, Galaţi, (România)

Domeniul Managementul Firmei

1997–2001 Diploma de Bacalaureat

Colegiului Naţional „Vasile Alecsandri”, Galati (România)

Profil Matematică – Fizică

Iulie 2019 Curs de pregătire teoretică pentru PMP/ CAPM Exam

IT Academy SRL

Noiembrie 2018

Curs de prim ajutor

REGINA MARIA

Aprilie 2018 Crucial Conversations

PROCTER&GAMBLE ROMANIA

38

Martie 2018 Situational Leadership


Ianuarie 2018 Great Manager, Empowering Leader


Iunie 2017 Certificat de traducător Engleză – Romană/ Romană-Engleză, Ştiinţe Economice

Ministerul Culturii

Martie 2017 Leading Effective Teams


Februarie 2017 New Manager. Emerging Leader


Ianuarie 2017 Learn to Lead at Your Peak


Iunie 2014 Curs de pregătire teoretică şi practică în domeniul armelor şi muniţiilor

MILLENNIUM PLUS SRL

Aprilie 2014 Inspector Resurse Umane

Formare Profesională

Corpul Experţilor în Accesarea Fondurilor Structurale şi de Coeziune Europene,

Bucureşti (România)

Septembrie 2013 Expert accesare Fonduri Structurale si de Coeziune Europene

Formare Profesionala



Septembrie 2013 Manager de Proiect în Parteneriat Public-Privat

Formare Profesionala



Mai 2013 Evaluator proiecte




Aprilie 2013 Expert Sănătate şi Securitate în Muncă


Fundaţia Şcoala Română de Afaceri, Galaţi (România)

39

COMPETENŢE PERSONALE

Noiembrie 2012 Certificare ECDL Complet - Permisul european de conducere a computerului (ECDL

– European Computer Driving Licence)

Martie 2012 Expert achiziţii publice


WORK CONSULT LTD, Galaţi (România)

Octombrie 2008 Manager achiziţii


TOP QUALITY MANAGEMENT SRL BUCURESTI, Bucureşti (România)

Octombrie 2007 Manager Proiect


Schultz Consulting SRL, Bucureşti (România)

Decembrie 2006 Formator (Trainer)


Schultz Consulting SRL, Bucureşti (România)

Octombrie 2006

Curs Achiziţii Publice

Ministerul Administraţiei si Internelor (Institutul Naţional de Administraţie);

Autoritatea Naţionala de Reglementare si Monitorizare a Achiziţiilor Publice,


Decembrie 2005 Curs Fonduri Structurale

Camera de Comerţ, Industrie si Agricultura Galaţi – Fundaţia Şcoala Romana de

Afaceri, Galaţi (România)

Octombrie 2003 Curs Managementul Resurselor Umane

Universitatea Dunărea de Jos, Centrul de Formare Continuă şi Transfer Tehnologic,

Galaţi (România)

Octombrie 2003 Curs Elaborarea si Managementul Proiectelor

Universitatea Dunărea de Jos, Centrul de Formare Continuă şi Transfer Tehnologic,

Galaţi (România)

Limba(i) maternă(e) Română

Alte limbi străine

cunoscute ÎNȚELEGERE VORBIRE SCRIERE

Ascultare Citire Participare la

conversaţie Discurs oral

Engleză (Traducator

Autorizat) C1 C1 C1 C1 C1

Franceză (DELF) C1 C1 B2 B2 B2

Spaniolă B2 B2 B2 B2 B1

40

Permis de

conducere Permis de conducere categoria B din oct. 2002

Italiană B1 B1 A2 A2 A1

Niveluri: A1/A2: Utilizator elementar - B1/B2: Utilizator independent - C1/C2: Utilizator experimentat

Cadrul european comun de referinţă pentru limbi străine

Competenţe de

comunicare Abilităţi bune de comunicare dobândite prin experiența de manager de proiect.

Experiență extinsă de lucru cu echipe multiculturale și multinaționale.

Competenţe

organizaţionale/

manageriale

▪ Atenție la detalii ▪ Identificarea resurselor ▪ Prognozare

▪ Ascultare atentă ▪ Implementare ▪ Prezentare

▪ Bugetare ▪ Punere în aplicare a deciziilor ▪ Prioritizarea

▪ Business Intelligence ▪ Colectarea informațiilor ▪ Rezolvarea

problemelor

▪ Concizie ▪ Leadership ▪ Managementul

timpului

▪ Încredere ▪ Management ▪ Management de proiect

▪ Coordonare ▪ Gestionarea programărilor ▪ Furnizarea de feedback

▪ Luarea deciziilor ▪ Gestionarea conflictelor ▪ Programarea

▪ Delegarea de

responsabilitati

▪ Atingerea obiectivelor ▪ Evaluarea situației

▪ Eficacitate ▪ Respectarea termenelor

limita

▪ Planificarea strategică

▪ Evaluarea ▪ Multitasking ▪ Elaborarea strategiei

▪ Facilitarea ▪ Negocierea ▪ Evaluarea sarcinilor

▪ Stabilirea obiectivelor ▪ Organizare ▪ Managementul

timpului

Competenţe

dobândite la locul

de muncă

Experienta relevanta in management internaţional şi conducerea de la distanţă a

echipelor multinaţionale şi multiculturale

Experienţă în managementul relaţiilor cu furnizorii

O bună cunoaştere a proceselor si metrodologiilor de elaborare/ evaluare/

management de proiect.

O bună cunoaştere a proceselor din cadrul achiziţiilor publice

Competenţe

informatice

Microsoft Office (ECDL), Windows; SAP, KNIME, Power BI, SharePoint

http://europass.cedefop.europa.eu/ro/resources/european-language-levels-cefr

41

XI. Lista lucrărilor publicate şi prezentate la manifestări ştiinţifice

Lucrari publicate:

Pârjoleanu, R. (2020), „Work Motivation Efficiency in the Workplace”, Postmodern

Openings, Volume 11, Issue 4, pp: 293-309, Lumen Publishing House, Iasi, Romania,

doi:10.18662/po/; ISSN: 2068-0236 | e-ISSN: 2069-9387

https://lumenpublishing.com/journals/index.php/po/article/view/3689/2651

Pârjoleanu, R. (2020), „The Role of Multinational Corporation in the European

Union”, Postmodern Openings, Volume 11, Issue 4, pp: 109-126, Lumen Publishing

House, Iasi, Romania, doi:10.18662/po/; ISSN: 2068-0236 | e-ISSN: 2069-9387


Pârjoleanu, R. (2020), „Gender Payment Disparities in the European Union”, The

Annals of “Dunarea de Jos” University - Fascicle I. Economics and Applied

Informatics, No. 3/2020, pp. 43-52, Galati, Romania, DOI

https://doi.org/10.35219/eai15840409134, ISSN-L 1584-0409 ISSN-Online 2344-

441X

http://www.eia.feaa.ugal.ro/images/eia/2020_3/Parjoleanu1.pdf

Pârjoleanu, R. (2020), „Perspectives on Leadership in Times of Crisis”, The Annals


3/2020, pp. 80-88, Galati, Romania, DOI https://doi.org/10.35219/eai15840409139,

ISSN-L 1584-0409 ISSN-Online 2344-441X


Pârjoleanu, R. (2020), „Alegerea motivaţiei muncii”, acceptat spre publicare in

volumul Conferinţei Ştiinţifice Internaţionale „Asigurarea Viabilităţii Economico-

Manageriale pentru Dezvoltarea Durabilă a Economiei Regionale in Condiţiile

Integrării in UE”, Universitatea de Stat „Alecu Russo” din Bălţi, Facultatea de Ştiinţe

Reale, Economice şi ale Mediului, Bălţi, Republica Moldova.

Pârjoleanu, R. (2020), „Antisocial personality traits in today‟s corporate world” -

Theoretical and Applied Economics. Volume XXVII, Special Issue, (2020), pp. 20-33,

Bucuresti, Romania.

http://store.ectap.ro/suplimente/Theoretical_&_Applied_Economics_2020_Special_Iss



https://doi.org/10.35219/eai15840409134


https://doi.org/10.35219/eai15840409139


http://store.ectap.ro/suplimente/Theoretical_&_Applied_Economics_2020_Special_Issue_Summer.pdf

42

ue_Summer.pdf

Pârjoleanu, R. (2015), – „The Evolution of the Leader Approach in the European

Union” – Valahian Journal of Economic Studies - Volume 5 (19), Issue 4, pp. 95-106,

Targoviste, Romania

https://search.proquest.com/openview/6079cdb36f78f5459bce359d8f68eb60/1?pq-

origsite=gscholar&cbl=2029114

citat în http://journal.tarekoder.org/tr/pub/issue/38676/450056

Pârjoleanu, R. (2015), „The Implementation of the Leader Approach in Romania” -

Romanian Economic and Business Review - Winter 2015, Volume 10, Number 4,

ISSN 1842 – 2497, pp. 102-116, Bucuresti, Romania.

http://www.rebe.rau.ro/REBE_10_4_2015.pdf

citat în:

https://search.proquest.com/openview/c368fede0a7d86f23f43a0b38a2a74ad/1?pq-


https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2886318#page=368

Lucrări prezentate la manifestări ştiinţifice:

Pârjoleanu, R. (2020, 27-28 noiembrie), „Alegerea motivaţiei muncii”, Conferinţa

Ştiinţifică Internaţională (online) „Asigurarea Viabilităţii Economico-Manageriale

pentru Dezvoltarea Durabilă a Economiei Regionale in Condiţiile Integrării in UE”,

Bălţi, Republica Moldova

Pârjoleanu, R. (2020, 27-28 noiembrie), „Work Motivation Efficiency in the

Workplace”, 15th LUMEN International Scientific Conference (online)

Communicative Action & Transdisciplinarity in the Ethical Society, CATES2020,

Târgoviste, Romania

Pârjoleanu, R. (2020, 27-28 noiembrie), „The Role of Multinational Corporation in

the European Union”, 15th LUMEN International Scientific Conference (online)



Pârjoleanu, R. (2020, 30-31 Martie), „Antisocial personality traits in today‟s

corporate world”, International Scientific Conference (online) Economic Convergence


https://search.proquest.com/openview/6079cdb36f78f5459bce359d8f68eb60/1?pq-origsite=gscholar&cbl=2029114


http://journal.tarekoder.org/tr/pub/issue/38676/450056


https://search.proquest.com/openview/c368fede0a7d86f23f43a0b38a2a74ad/1?pq-origsite=gscholar&cbl=1606337



43

in European Union (ECEU) – 17th Edition, Faculty of Theoretical and Applied

Economics, Bucharest University of Economic Sciences, Bucuresti, Romania.

Pârjoleanu, R. (2018, 16-17 noiembrie) „Gender Pay Gap in the European Union

Countries”, International Scientific Conference Global Interferences of Knowledge

Society, 2nd Edition, Valahia University of Targoviste Târgovişte, Romania

Pârjoleanu, R. (2015, 27-28 noiembrie), „The Evolution of the Leader Approach in

the European Union”, International Scientific Conference Contemporary Challenges

for the Society in the Context of the Recent Economic and Social Challenges, Valahia

University of Targoviste, Târgovişte, România.

Pârjoleanu, R. (2015, 20-21 noiembrie), „Aspecte generale ale abordării leader în

Uniunea Europeană”, Conferinta Stiintifica Internationala “Dezvoltarea ca scop al

actiunii umane. Noile provocari pentru stiinta economica”, Academia de Studii

Eonomice din Bucuresti, Bucuresti, Romania.

44

THE IMPACT OF LEADERS IN MOTIVATING HUMAN

RESOURCES IN MULTINATIONAL ORGANISATIONS

Table of Contents

I. Contents of the PhD Thesis ........................................................................................................... 45

II. Reserch context, actuality, importance and motivation of research topic ........................................ 47

III. Structure of the PhD Thesis ............................................................................................................. 48

IV. Methodological specificity of the scientific research ...................................................................... 52

V. Final conclusions .............................................................................................................................. 55

VI. Personal contributions ..................................................................................................................... 58

VII. Limits of the scientific approach.................................................................................................... 60

VIII. Future research directions ............................................................................................................. 60

IX. References: ...................................................................................................................................... 61

X. Curriculum Vitae .............................................................................................................................. 78

XI. List of scientific papers published and presented at scientific conferences: ................................... 78

45

I. Contents of the PhD Thesis

LIST OF ABBREVIATIONS

KEYWORDS

LIST OF FIGURES

LIST OF CHARTS

LIST OF TABLES

INTRODUCTION

CHAPTER 1 – PERSPECTIVES ON LEADERHIP PROCESS -

1.1. DEFINITIONS OF LEADERSHIP

1.2. LEADERSHIP THEORIES

1.2.1. Theories based on traits

1.2.2. Theories based on behaviours

1.2.3. Situational and contingency theories

1.2.4. Transformational Leadership theory and Transactional leadership theory

1.3. LEADERSHIP IN PERIODS OF CRISIS

1.4. VULNERABILITY IN LEADERSHIP

1.5. LEADERSHIP IN THE GLOBAL WORLD

1.5.1. GLOBE Project

1.5.2. GLOBE 2014

1.6. PRACTICAL CONSIDERATIONS

Preliminary conclusions

CHAPTER 2 – PARADIGMS OF LABOUR MOTIVATION -

2.1. THE CONTEXT OF MOTIVATION

2.2. MOTIVATION IN THE WORKPLACE

2.3. THE COMPLEXITY OF MOTIVATION

2.3.1. Holistic vision

2.3.2. Context of motivation in work

2.4. THEORIES OF LABOUR MOTIVATION

2.4.1. The choice of work motivation

2.5. STREAMLINING MOTIVATION IN THE WORKPLACE

2.5.1. Motivation at work

2.5.2. Theories of motivation in organisational behaviour

2.5.3. Employee motivation strategies

2.5.4. Motivation and performance at work

2.5.4.1 Financial motivation

2.5.4.2 Psychological capital interventions

2.5.4.3 Career planning programmes

2.6. LEADERSHIP AND WORK MOTIVATION


CHAPTER 3 – EPISTEMOLOGICAL ASPECTS AND EVOLUTION OF

MULTINATIONAL ORGANISATIONS

3.1 THE DEVELOPMENT OF CORPORATIONS

3.1.1. Epistemology of corporations

3.1.2. Emergence of companies created by legal decree

3.1.3. Corporations in Colonial America

3.1.4. 1862 British Companies Act

3.1.5. Types of corporations and their origins

3.1.6. The emergence of thedominance of corporation s

3.1.7. Strengthening of the American industry

3.1.8. Modern corporate activities

3.1.9. Corporations in the early 21st century

46

3.2. MULTINATIONAL CORPORATIONS IN EUROPE

3.2.1 The size and complexity of multinational enterprise groups

3.2.2. Employment in the EU in multinational enterprise groups

3.3. MULTINATIONAL CORPORATIONS IN ROMANIA

3.3.1. Most desired employers in Romania in 2019

3.4. HUMAN RESOURCE MANAGEMENT IN MULTINATIONAL ORGANISATIONS

3.4.1 General notions of Human Resource Management in multinational organisations

3.4.2. Implementation of Human Resources Management in the context of multinational

corporations

3.4.3 Scenarios for implementing human resources management strategies


CHAPTER 4 - METHODOLOGICAL APPROACH OF THE RESEARCH ON THE

IMPACT OF LEDERS IN MOTIVATING HUMAN RESOURCES IN MULTINATIONAL

ORGANISATIONS IN ROMANIA

4.1. Epistemological and methodological approach to research the role of leaders in

motivating human resources in multinational organisations

4.2. Scientific research framework

4.2.1. Objectives of the empirical research

4.2.2. Research assumptions

4.3. Research methods

4.4 Observation Unit

4.5. Unit of analysis

4.6. Results of Field Research

4.6.1. Sample attributes

4.6.2. Analysis of prevailing corporate leadership style and respondents ' confidence in

leadership

4.6.3. Analysis of the motivational role of the leader in the corporation

4.6.4. Analysis of employees ' perceptions on differences in behaviour between foreign and

Romanian leaders

4.6.5. Analysis of employees’ perceptions of leadership behaviours that ensure a high level of

motivation, satisfaction and trust among employees

4.7. Validation of assumptions


CHAPTER 5 – THE MODEL OF A LEADER WITH POSITIVE IMPACT ON HUMAN

RESOURCES MOTIVATION IN MULTINATIONAL CORPORATIONS

5.1. The context of corporate employee motivation in Romania

5.2. SWOT analysis of the motivational impact of corporate leaders

5.3. The need for a MLPIHRMMC

5.4. Designing the MLPIHRMMC

5.5. The Model of a Leader with Positive Impact on Human Resources Motivation in

Multinational Corporations in Romania


FINAL CONCLUSIONS, PERSONAL CONTRIBUTIONS, LIMITS OF THE RESEARCH

AND POTENTIAL FUTURE RESEARCH DIRECTION

Final conclusions

Personal contributions

Limits of the research

Potential future research directions

BIBLIOGRAPHIC REFERENCES

ANNEXES

47

II. Reserch context, actuality, importance and motivation of research topic

Over 1.3 million Romanians worked in 2018 in multinational organisations, most of

them in the Bucharest Ilfov Development Region. At the same time, multinational

organisations represent the companies with the highest turnover in Romania and the most

desired employers among those looking for a job.

In the context of work in multinational corporations, understanding employee

motivation has an extremely important role to improve the productivity and satisfaction of

these employees, to set individual and organisational goals, for a forward orientation and to

structure the workplaces so as to provide optimal levels of challenge, control, variety and

collaboration.

Most multinational organisations place great emphasis on developing leaders,

including by encouraging self-leadership so that each employee becomes a leader in his or her

sphere of work.

Given these aspects, it becomes imperative to investigate the impact that leaders can

have on the motivation of employees in these organisations.

Studies highlight the important impact of leaders both on the changes and evolution of

the organisation and on influencing the level of performance at the organisation level. But

while there is such a vast research base, too few papers have addressed the role of leaders in

motivating employees in multinational organisations.

Objectives of the PhD thesys THE IMPACT OF LEADERS IN MOTIVATING

HUMAN RESOURCES IN MULTINATIONAL ORGANISATIONS

The study and analysis of a rich bibliographic base in the field of leadership, in the

field of employee motivation and in the field of multinational organisations generated four

main questions:

What kind of leaders lead multinational corporations in Romania?

Are leaders important in influencing the motivation and satisfaction of employees

in multinational corporations in Romania?

Do employees experience differences in leaders' behaviours according to their

nationality?

How could one define a leader model that has a positive motivational impact on

employees?

The theoretical relevance of the research on the impact of leaders on the motivation of

employees in multinational organisations lies in the study of a field in continuous evolution.

48

The operational relevance of the research comes from the development of a leadeship model

that will facilitate the increase of employee motivation and the level of job satisfaction.

The research approach aims to provide a new perspective on the impact of leadership

on employee motivation in multinational organisations. The general objective, as well as three

specific research objectives were defined starting from this context.

The general objective of the research is to design a leader model that has a high

degree of influence on the motivation of employees in multinational corporations.

The overall objective resulted in three specific research objectives that analyse the

context of leadership in multinational corporations:

Specific objective 1 - Identification of the type of leader present in multinational

corporations in Romania.

Specific objective 2 - To identify the degree to which leaders in multinational

corporations influence the motivation and satisfaction of employees at work.

Specific objective 3 - To identify the degree to which employees feel differences in the

behaviours of leaders according to their nationality.

Based on the objectives described above, we formulated four working assumptions,

which we then validated or invalidated through research:

Assumption I: "In multinational corporations in Romania, a dominant type of leadership can

be identified”;

Assumption II: "In multinational corporations, the leader plays an important role in

motivating employees in the workplace”;

Assumption III: "Employees perceive differences between the leadership behaviours of

foreign and Romanian leaders”;

Assumption IV – "There are leadership behaviours that ensure a high level of motivation and

confidence of employees in multinational corporations”.

III. Structure of the PhD Thesis

This thesis is composed of five chapters, in addition to which the following sections

have been added: introduction, general conclusions, personal contributions, Research limits

and potential future research directions in the continuation of this approach.

Chapter 1 "PERSPECTIVES ON LEADERHIP PROCESS", which is presented

in six chapters, is intended to provide the boundaries of the concept of leadership, theories of

leadership, issues related to leadership in periods of crisis (including the implications of the

49

global crises, such as the Covid-19 pandemic) and the considerations about the role of

vulnerability in leadership, aspects of global leadership, as well as practical considerations.

As an intermediate conclusion of the information illustrated in this chapter, we can say

that leadership represents one of the most researched behavioral phenomena of recent

decades.

As research evolves, new leadership models are proposed and it is increasingly

necessary to adapt leadership behaviours to the environment (organisation) in which they are

exercised. Given the highly competitive sphere in which most organisations operate in the

21st century, leaders, whether formal or informal, should develop leadership skills and

abilities through which to succeed in taking the organisation in the direction of continuous

and competitive development.

The year 2020, with its many crises, has brought even more to the forefront the crucial

role of leaders in sustainability and shaping the road to success of corporations.

It should be emphasized that modern challenges require the implementation of flexible

and adaptable leadership models to the environment and to challenges, often unpredictable.

Chapter 2, "PARADIGMS OF LABOUR MOTIVATION", structured in six

subchapters, highlights the general context of motivation, then focusing on employee

motivation at work, aspects of motivation‟s complexity, theories of work motivation, ways to

streamline employee motivation and, last but not least, addresses the theme of the relationship

between leadership and work motivation. The relationship between these concepts is the basis

of the research that is the subject of this thesis.

As a result of synthesizing the information in this chapter, we conclude that employee

motivation is very important for a successful organisation, so any company should focus on

motivating human resources to remain competitive in the market and avoid some problems,

such as those related to employee retention that can definitively affect the business. Thus,

effective motivational techniques should be implemented in any company that wants to be

successful. Following the implementation of motivation methods adapted to the specific

environment of the organisation and the type of employees, the satisfaction of workers will

increase and they will feel more motivated to perform to the highest standards. Studies have

shown that motivating factors such as workplace success, recognition, diversification of

responsibilities and career advancement play an important role in motivating employees in the

workplace. It is important to strike the fragile balance between the level of challenges that the

workplace brings and the resources available to the employee. Packages that combine

financial and non-monetary motivation, with coaching and mentoring activities, investment in

50

employee development, as well as flexibility of the work schedule, are major components of

stimulating motivation towards work.

Chapter 3, entitled "EPISTEMOLOGICAL ASPECTS AND THE EVOLUTION

OF MULTINATIONAL ORGANISATIONS", is structured in four sub-chapters. It links to

the environment in which the relationship between leadership, work motivation and

multinational organisations will be analyzed. The chapter presents the epistemology of these

organisations, starting with their birth in the United States of America more than two

centuries ago and up to their analysis at the level of the European Union and then at the level

of our country. The chapter also includes a presentation of human resource management

issues at the level of multinational corporations.

The information presented in this chapter demonstrates that organisations such as

multinational corporations are the most important form of business globally. The defining role

on the world economy could be seen at the onset of the financial crisis in 2008, but also in

recent events related to the Covid-19 pandemic, when corporations mobilised and equipped

the workers of the front line of the health system with protective equipment.

Through Foreign Direct Investment (FDI), multinational corporations bring a positive

impact on economies around the world. They are contributing to the local development of the

areas in which they setup subsidiaries, but also multinational corporations are a form of

integration of a local economy into the global economy.

As shown in this chapter, multinational corporations play a decisive role in the

Romanian economy, representing both the companies with the highest turnover, but also the

most desired employers for those looking for a job.

With the evolution of the Romanian labor market and the adoption of more and more

new practices and behaviours, as employers create a profile of the employees they want to

attract, employers also create an employer model for which they want to work. And the labour

market offers a variety of opportunities for both sides of the process.

Given the important role that multinational corporations play in the Romanian labour

market, it is of interest to understand what motivates employees to choose to work for

corporations, but also to study what role leaders play in motivating human resources in these

organisations.

Chapter 4, called „METHODOLOGICAL APPROACH OF THE RESEARCH

ON THE IMPACT OF LEDERS IN MOTIVATING HUMAN RESOURCES IN

MULTINATIONAL ORGANISATIONS IN ROMANIA" presents the field research and

aims to determine the leadership style most commonly used in the studied organisation and

51

identify leadership behaviours with motivational impact on human resources in the analysed

multinational corporation.

The epistemological approach and the methodological approach of the research is

based on the role of leaders in motivating human resources in multinational organisations: a

research on the impact of leaders on employee motivation in multinational corporations,

aiming to identify what motivates the employees of a multinational corporation in Bucharest

and the style of leadership adopted in the organisation, focusing particularly on the behaviours

of leadership that motivate employees.

Chapter 5 "THE MODEL OF A LEADER WITH POSITIVE IMPACT ON

HUMAN RESOURCES MOTIVATION IN MULTINATIONAL CORPORATIONS",

through the proposed model, offers the possibility to identify leadership behaviours that

influence and shape the motivation of human resources within multinational corporations in

Romania.

The design of the model is based on the principles of Gemba KAIZEN and proposes a

number of skills, competencies and behaviours necessary for the effective motivation of

corporate employees.

The use of the proposed leadership model is fundamental to increase the level of

motivation of employees in multinational corporations by generating positive attitudes of

employees towards work in multinational corporations.

General conclusions. Personal contributions. Limits and future research

directions of this doctoral thesis make a synthesis of the information exposed and analyzed

during the entire work. In the Personal contributions section we presented the results

obtained from the comparative study of a vast base of notions, concepts, theories and

paradigms of the role played by leaders of multinational organisations in motivating human

resources.

The bibliography of this doctoral thesis is particularly comprehensive, being

rigorously chosen for the purpose of adequate substantiation of the thesis content. The

bibliography includes relevant books and articles by established authors from both foreign

and Romanian literature. Bibliographic sources synthesize recent information, following the

most current directions and developments in the fields studied.

The theoretical and scientific support of the research was centered on studying the

writings of the most important researchers in the field, contributing in a relevant way to

clarify the concepts of leadership and motivation of employees in the context of multinational

corporations. In parallel with the analysis of these papers, a series of reports and studies

52

prepared by prestigious national and international institutions, papers presented at

international conferences, as well as articles from the specialized jurnals were identified and

included in the research.

In conclusion, this paper aims to highlight, without claiming in any way to have fully

clarified the problem addressed, the main aspects related to the role of leaders as an important

factor of influence in motivating the human resources employed in multinational corporations.

IV. Methodological specificity of the scientific research

The thesys “THE IMPACT OF LEADERS IN MOTIVATING HUMAN

RESOURCES IN MULTINATIONAL ORGANISATIONS” aims to identify what motivates

the employees of a multinational corporation in Bucharest, what leadership style the leaders

of the organisation adopt, focusing especially on the leadership behaviours that motivate these

employees.

The scientific challenge identified and studied in this research study is represented by

the role that leaders play in improving the degree of motivation of employees.

As can be seen from the list of bibliographic references in the field of leadership, in

the field of employee motivation and in the field of multinational organisations, more than

250 papers have been studied, giving rise to four main questions:

• What kind of leaders lead multinational corporations in Romania?

• Are leaders important in influencing the motivation and satisfaction of employees

in multinational corporations in Romania?

• Do employees experience differences in leaders' behaviours according to their

nationality?

• How could one define a leader model that has a positive motivational impact on

employees?

The general objective of this research is to design a leader model that has a high

degree of influence on the motivation of employees in multinational corporations.

We have identified three specific research objectives that analyze the links between

leadership and human resource motivation in multinational corporations::

Specific objective 1 - Identification of the type of leader present in multinational

corporations in Romania.

Specific objective 2 - To identify the degree to which leaders in multinational

corporations influence the motivation and satisfaction of employees at work.

53

Specific objective 3 - To identify the degree to which employees feel differences in the

behaviours of leaders according to their nationality.

The research study is deductive, ameliorative and prospective, and based on the

applied methods it is descriptive, quantitative and static.

In order to achieve the objectives described above, we formulated four working

assumptions, which we aimed to validate or invalidate through research:

Assumption I: "In multinational corporations in Romania, a dominant type of leadership can

be identified”;

Assumption II: "In multinational corporations, the leader plays an important role in

motivating employees in the workplace”;

Assumption III: "Employees perceive differences between the leadership behaviours of

foreign and Romanian leaders”;

Assumption IV – "There are leadership behaviours that ensure a high level of motivation and

confidence of employees in multinational corporations”.

The data collection methods used are: the survey method, using the questionnaire tool

and the document research method (studying official information sources in order to pursue

the general objective and the specific objectives of the study).

The methods used for measuring the data are:

- nominal counting (centralisation of the particularities of respondents: age, gender,

seniority, etc),

- ordinal counting (respondents' perception of the typology of the leader, his

motivational role),

- classification of information submitted by research participants

- comparison (ratio of the measured unit to the theoretical size).

The methods of processing and interpreting the study data are:

- content analysis focused on the collaboration of participants and

- methods for calculating statistical indices showing the central trend (mean, median

and module), variation, amplitude (the ratio of the maximum and minimum value of the

selected variable), mean/ standard deviation and correlation coefficients (the interdependence

link between two variables).

The research process was structured in several stages, as illustrated in Figure 1.

54

Figure 1 - Stages of the research process

Source: developed by the author

In this research, dedicated to exploring the influences of leadership on the motivation

of human resources in multinational corporations, the observation unit is the Bucharest

branch of an American multinational corporation in the field of Consumer Goods.

This organisation has about 180 employees, but is constantly expanding. The sample

volume comprised 121 units, both mangers and specialists, representing 67% of the total

number of employees of the branch. A total of 119 questionnaires were validated.

Simple, random sampling was used.

The questionnaires were compiled using Microsoft Word and the Googledocs website

that allowed the form to be submitted online. Following the verification of the data collected

on the completion of answers for all questions, 2 questionnaires were annulled. The 119 valid

questionnaires show a significant response rate of 98%.

The data collection period was June 2020.

Collection, centralization, analysis and interpretation of information provided by respondents

Questionnaire design

Choosing the observation unit and analysis unit

Establishing assumptions

Development of research questions

Development of specific objectives

Setting general objective

Identification of the purpose of the research

55

The processing of the collected data was carried out with the help of the SPSS

(Statistical Package of the Social Science) Program, version 23.0 which generated the

calculation of the statistical indicators used to validate the results of the survey.

V. Final conclusions

Synthesizing the results of the study of the specialised literature and those of the

research undertaken, we highlight a series of conclusions of a general nature:

Leadership is one of the most researched behavioral phenomena of recent decades.

As research evolves, new leadership models are proposed and it is increasingly necessary

to adapt leadership behaviours to the environment (organisation) in which they are

exercised.

In view of the highly competitive sphere in which most organisations operate in the 21st

century, leaders, whether formal or informal leaders, must develop leadership skills and

abilities through which to succeed in taking the organisation in the direction of

continuous and competitive development.

The year 2020, with its many crises, has brought even more to the forefront the crucial

role of leaders in sustainability and shaping the road to success of corporations.

It should be emphasized that modern challenges require the implementation of flexible

and adaptable leadership models to the environment and to challenges, often

unpredictable.

Employee motivation is very important for a successful organisation, so any company

should focus on it to remain competitive in the market and avoid some problems, such as

those related to employee retention that will definitively affect the business.

Effective motivational techniques should be implemented in any company that wants to

be successful.

Following the implementation of motivation methods adapted to the environment of the

organisation and its employees, the satisfaction of workers in the workplace will increase,

and they will feel more motivated to perform to the highest standards.

Studies have shown that motivating factors, such as workplace successes, recognition,

diversification of responsibilities and career advancement, play an important role in

motivating employees in the workplace.

It is important to strike the fragile balance between the level of challenges of the

workplace and the resources available to the employee.

56

Packages that combine financial and non-monetary motivation, with coaching and

mentoring activities, investment in employee development, as well as flexibility of the

work schedule, are major components of stimulating motivation towards work.

Organisations such as multinational corporations are the most important form of business

globally.

Multinational corporations play a decisive role in the Romanian economy, representing

both the companies with the highest turnover, but also the most desired employers for

those looking for a job.

A dominant leadership style is emerging in the corporation. The behaviours identified by

respondents as the most common are specific to transformational leadership and this

leadership model is consistent with the culture of the studied Corporation;

The activity of the sample is focused on operations, with main objectives related to the

delivery of clear business indicators and ensuring labour productivity.

With performance indicators to be achieved, such as ensuring a certain percentage of

invoices paid on time, ensuring a certain percentage of on-time deliveries from suppliers

of spare parts for production lines, etc., the need for transactional leadership behaviours is

evident.

The transactional leadership behaviours used relate to the setting of targets and

performance indicators, the periodic monitoring of the achievement of these indicators,

the periodic evaluation of the activity or the implementation of corrective measures when

the situation requires it.

Transactional behaviours are applied in a supportive and not directive way.

87% of the respondents in the sample believe that being led by fair, inspirational leaders

who help them to develop is the most important motivational factor in their work.

The motivational role of the leader is perceived as a priority, more important than a high

salary, and the motivational role of non-monetary rewards was appreciated by only 46%

of respondents.

The current leadership model does not motivate employees enough (57.9%).

Leadership begins with the initial effort made to recruit a new employee, continues

through the entire process of assimilating the employee, and continues every day until the

employee leaves the organisation. This process is cultivated by leaders, motivating

employees and once again emphasizes the importance of leadership for an organisation.

The quality of the relationship of a leaders and the subordinates is the strongest element

of employee motivation. It creates a professional, positive and respectful attitude, and

57

employees are more likely to take a similar approach to their colleagues and enjoy work.

It is clear that the management and leadership styles adopted will have a determining

effect on the level of motivation, morale and satisfaction of employees.

There is a clear opportunity to improve leadership behaviours in order to better motivate

employees.

From the combined analysis, it can be concluded that employees who have thought more

about foreign leaders consider in greater proportion that there are differences in

leadership behaviours between Romanian leaders and those of other nationality.

Although the employees feel some differences in behaviour according to the nationality

of the leaders, they are not significant enough, most likely because the leadership style is

influenced by the organisational culture of the multinational corporation, a culture

established at the headquarters level, respectively in Cincinati, United States of America.

A wide range of leadership behaviours have been identified that, when properly used,

increase employee motivation and confidence.

Managers and specialists see differently, to some extent, the importance of motivation

and trust.

The role of leaders is to motivate subordinates to reach their full potential for achieving

the goals of the organisation.

Leadership and motivation are key factors that influence the success of the organisation,

as well as employee satisfaction.

Linking and interconnecting leadership and proper ways of motivating employees are

essential to the success of any multinational corporation.

Corporate employees represent an important share of the workforce in the Bucharest-

Ilfov region.

The behavior of leaders is the most important motivational factor for corporate

employees.

Most studies related to leadership models in the corporate environment are conducted in

the United States of America and do not have full applicability in a culture such as that of

Romania.

The leadership model currently used by corporations does not motivate employees to

perform at the highest level of their professional capabilities.

It was necessary to design a leader model with skills, competencies and behaviours

adapted to the needs of corporate employees in Romania.

SWOT analysis of the leadership used in the Corporation was carried out, as a starting

58

point in modeling a new typology of leadership adapted to the needs.

Our Leader Model with a Positive Impact on Human Resource Motivation in

Multinational Corporations in Romania includes both recommendations related to

professional skills and competencies, soft skills and competencies, but also leadership

behaviours identified as having an important motivational role for corporate employees.

VI. Personal contributions

Taking into account their specificities, the personal contribution to the development of

scientific knowledge in the context of the completion of the thesis, "THE IMPACT OF

LEADERS IN MOTIVATING HUMAN RESOURCES IN MULTINATIONAL

ORGANISATIONS", have been broken down into three categories: contribution with a

synthetic character, theoretical and experimental contributions and contributions with a

scientific curricular and interdisciplinary character.

1. Theoretical contributions of a synthetic nature:

The identification and study of relevant scientific works in the field of motivation,

leadership and epistemology of multinational corporations.

The inclusion of relevant quotes from valuable scientific works in the field of motivation,

leadership and epistemology of multinational corporations.

Presentation, in 3 distinct chapters, of definitions and theories of leadership and those

related to motivation/ motivation of work and multinational organisations.

Analysis of leadership in crisis situations, focusing on the crisis caused by the Covid-19

pandemic of 2020 – leadership and motivation behaviours.

Synthesis of the importance of vulnerability in leadership.

Approaching leadership in a global world, making the transition to the perspective of

multinational corporations.

Synthesis of projects GLOBE (Global Leadership and Organizational Behavior

Effectiveness).

Analysis of the context and complexity of motivation and motivation of work.

Presentation of employee motivation efficiency methods and motivation strategies.

Illustrating the links between leadership and work motivation.

Epistemological and evolutionary synthesis of multinational corporations.

Presentation of types of corporations.

Centralisation of statistical information on multinational corporations in the European

59

Union.

Illustration of the EU employment context in multinational enterprise groups

Centralisation of statistical information on multinational corporations in Romania.

Presentation of statistical evidence of the desirability of multinational corporations as

employers in Romania

Recording strategies for the implementation of Human Resources Management in

multinational corporations.

Validation, processing, analysis and interpretation of responses collected from the

analytical unit;

Presentation of research findings.

2. Theoretical and Empirical contributions:

Developing a methodology suitable for empirical research of the impact of leaders on

employee motivation in a multinational corporation;

Enunciation of three specific objectives and four research assumptions, starting from the

theoretical basis presented;

Design and application of the questionnaire in the chosen unit of analysis;

Assumptions testing based on analysis and interpretation of collected responses;

Development of a leader model with motivational impact on human resources in

multinational corporations in Romania

3. Contributions of a curricular and transdisciplinary scientific nature:

The curricular scientific character is demonstrated by the work carried out within the

project POSDRU/187/1.5/S/155425, “Excelență interdisciplinară în cercetarea științifică

doctorală din România – EXCELLENTIA”, whose target group I was a part of. The

paper focused on the topic "The leader approach in Romania and the European Union”.

Also, during the years of study, we developed and presented three interim activity

reports, and the activity is crowned by the doctoral thesis ,,THE IMPACT OF LEADERS

IN MOTIVATING HUMAN RESOURCES IN MULTINATIONAL

ORGANISATIONS”;

The interdisciplinary nature of the research is highlighted by the approach of components

of General Management, Human Resources Management, Economics, Psychology and

Sociology.

60

VII. Limits of the scientific approach

In the process of carrying out scientific research, some impediments were

encountered:

Restrictions on the part of the Corporation in applying the research at an official level

among employees, which led to an effort to individually approach employees to request

their participation in the research.

The restrictions mentioned above have led to the choice of a non-random sampling

method, which generates a more limited accuracy of the results, but, given the high

percentage of respondents, the results can be extrapolated to the entire analyzed

organisation.

Laborious process of collecting answers, given the large number of questions included in

the questionnaire and the limited availability of time and interest of the employees from

the analytical unit.

The collected answers represent the perception of the employees working for the chosen

Corporation as a unit of analysis, which might have a negative impact on the objectivity

of the overall study.

Conducting the empirical sociological research during the Covid-19 pandemic.

Carrying out the study on a short time span, due to temporal and oranisatoric

impediments.

The empirical research had a static character, thus evaluating the leadership commitments

that motivate employees at a certain moment in time.

VIII. Future research directions

Given the limitations of the research listed above, we admit that this study can be

perfected. Thus, it is appropriate to determine future research directions:

Application of new empirical research methodologies in order to improve the level of

objectivity of the study.

Expanding the research to other corporations present in Romania, where the leadership

culture could be different different .

Deepening the causality between the methods of motivating employees in corporations

and their performance.

61

Conducting an empirical sociological research with a dynamic character in order to

observe and analyse the evolution of motivation of employees in Romanian corporations

over a longer period of time.

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78

X. Curriculum Vitae

PERSONAL INFORMATION

Raluca PÂRJOLEANU 28

th Heliade intre vii Street, Bucharest; Romania

+40726187896

[email protected]

Sex Female | Date of birth 14/04/1982 | Nationality Romanian

WORK EXPERIENCE

Since 01/06/2016 Purchasing Manager PROCTER & GAMBLE MARKETING ROMANIA

Aug. 2018 – Dec. 2019; Since Oct. 2020: Europe Spares Supply Management

Leader

Jan. – Sept. 2020: Europe & Asia Spares Supply Management Leader

Oct 2017 – July 2018: P2P Europe Direct Team Leader

Jan – Sept 2017: P2P Europe Direct Team Leader and Infosys Governance

Aug – Dec 2016: Europe Supplier Care SPOC

04/06/2015 –

30/05/2016 European Affairs Adviser

FLAG “Prut – Danube Sustainable Development Association” Galati, Galati

County, (România)

Project evaluation of the grant proposals submitted for financing through the

FLAG P.D.S.D.A.

Monitoring the implementation of projects financed through FLAG;

conducting quarterly field visits of the projects;

Participation in preparing reimbursement claims;

Analysis of the requests for addenda amending the grant contracts submitted

by the FLAG beneficiaries.

13/01/2015 –

03/06/2015 Evaluation expert

„Calarasi Vest” Local Action Group, Fundulea, Calarasi County (România)

Project evaluation activities of projects submitted for financing under the Local

Development Strategy of „Calarasi Vest” Local Action Group

Since 27/10/2004 General Manager

RALARES CONSULT SRL Galati, (România)

Writing grant proposals

Managing grant projects (managed projects of > 100 mil. EUR)

Business plans, cost-benefit analysis, market research, feasibility studies

Training activities

Public procurement consulting (procurement documentations, tender

evaluation)

79

01/11/2013 -

31/01/2014 Appeal Expert in Project Evaluation

Innovacion y Desarrollo Local, S.L. Madrid, Bucharest Branch, (România)

Analysis and solving of 20 appeals filed in phase A, following the rejection of

projects submitted for funding under the Sectoral Operational Programme

Human Resources Development (SOP HRD) in subsequent contract signed

between Innovacion y Desarrollo Local SL, Madrid - Bucharest Branch and

the Ministry of European Funds - Management Authority OPTA, entitled

"Technical assistance services to provide experts to assist the Managing

Authority for SOP HRD for solving the appeals as a result of the evaluation

process of applications submitted under the call no. 123-152 the SOP HRD".

05/03/2013 –

30/05/2014 Project Manager (EAFRD/ LEADER project)

“Siret‟s Lower Meadow” Local Action Group Association, Galati County,

(România)

Coordinating the LAG (Local Action Group) activity and ensuring the

operation of the administrative department;

Monitoring the budget, the accounting registers and reporting any

irregularities to the management bodies;

Examination of the documents that ensure transparency, objectivity,

equality and non-discrimination in the project selection process;

Project evaluation – over 40 projects evaluated;

Active participation in preparing reimbursement claims, progress reports

and procurement procedures

01/01/2009 –

31/12/2009

Project Manager Assistant (Jan. – March)

Project Manager (March – Dec.)

The Local Council of Schela Village, Galati County, (România)

Supervising the implementation of a PHARE project;

Participation in preparing reimbursement claims, progress reports and

procurement procedures.

Participating in all meeting with the local authorities and Financing

authority;

Presenting the project in press conferences.

06/02/2009 –

30/01/2010 Project Manager

The Local Council of Foltesti Village, Galati County, (România)

Supervising the implementation of a PHARE project;

Participation in preparing reimbursement claims, progress reports and

procurement procedures.

Participating in all meeting with the local authorities and Financing authority;

Presenting the project in press conferences.

19/09/2008 –

18/09/2009 Management Consultant

Romanian National Red Cross Society – Galati Branch, (România)

Verifying the documentation correlated with the implementation of a

PHARE CBC project

Elaborating technical rapports for the Financing Authority;

Elaborating financial rapports for the Financing Authority;

Drawing up procurement documentations, contract drafts; tender

evaluation.

80

EDUCATION AND TRAINING

PROFESSIONAL CERTIFICATIONS

AND TRAININGS:

21/11/2005 –

30/08/2008

Specialty Inspector (Supervision, Consulting, Programmes and Projects

Department)

Galati County Council – the General Department of Social Assistance and

Child Protection, (România)

Designing and implementing grant proposals for people at social risk

Financial Supervisor (in implementing a PHARE CES project):

Ensuring the financial rapports for the control authorities;

Verifying the administration of the project‟s budget.

Drawing up the rapports for the Contracting Authority,

Drawing up procurement documentations

Supervising the implementation of the project.

01/12/2004 –

20/11/2005

Debutante Inspector (Strategies, Supervision, Programmes, Projects

Department)

Galati County Council – the General Department of Social Assistance and

Child Protection, (România)

▪ Designing and implementing grant proposals for people at social risk.

Since 2014 Doctoral Studies - Management

Valahia University of Targoviste, Targoviste (România)

IOSUD - Doctoral School of Economics and Humanities

Fundamental Domain Economic Sciences// Domain Management

2005-2007 Master‟s Degree

The Faculty of Economic Sciences, Dunarea de Jos University of Galati,

(România)

Domain International Business.

2001-2005 Bachelor‟s Degree

The Faculty of Economic Sciences, Dunarea de Jos University of Galati,

(România)

Domain Company Management.

1997-2001 Baccalaureate Diploma

„Vasile Alecsandri” National College, Galati, (România)

Domain Maths-Physics

July 2019 Preparation training for PMP/CAPM Exam

IT Academy SRL

November 2018 First Aid Training

REGINA MARIA

81

Aprilie 2018 Crucial Conversations


Martie 2018 Situational Leadership


Ianuarie 2018 Great Manager, Empowering Leader


Iunie 2017 Autorised Interpreter: English -Romania/ Romanian - English, Economic

Sciences

The Ministerz of Culture

Martie 2017 Leading Effective Teams


Februarie 2017 New Manager. Emerging Leader


Ianuarie 2017 Learn to Lead at Your Peak


07/06 – 20/06/2014 Theoretical and practical training course in the field of weapons and ammunition

MILLENNIUM PLUS SRL

17/03 – 04/04/2014 Human Resources Inspector

Professional qualification

Experts‟ Body in Accessing EU Structural and Cohesion Funds, Bucharest,

Romania

06 – 09/09/2013 Expert in Accessing European Structural and Cohesion Funds



Romania

27/08 - 01/09/2013 Public-Private Partnership Project Manager



Romania

27 – 31/05/2013 Project Evaluator



Romania

18/03 -19/04/2013 Expert in Occupational Safety and Health

82

PERSONAL SKILLS


The Chamber of Commerce, Industry and Agriculture, the Romanian Business

School Galati, Romania

11/2012 ECDL Expert (The European Computer Driving License)

20 – 24/03/2012 Public Procurement Expert


WORK CONSULT LTD, Galati, Romania

08-10/10/2008 Procurement Management


Top Quality Management LTD, Bucharest, Romania

3 – 10/10/2007 Project Manager


Schultz Consulting LTD, Bucharest, Romania

17-23/12/2006 Trainer


Schultz Consulting LTD, Bucharest, Romania

08 – 15/10/2006 Public Procurement Training

The Ministry of Administration (The National Institute of Administration);

The National Authority for the Regulation and Supervision of Public

Acquisitions, Bucharest, Romania

12/2005 Management of Structural Funds

The Chamber of Commerce, Industry and Agriculture, the Romanian Business

School Galati, Romania

10/2003 Project Elaboration and Management Training

Dunarea de Jos University of Galati, Romania - The Centre for Continuous

Training and Technological Transfer

10/2003 Human Resources Management Training

Dunarea de Jos University of Galati, Romania - The Centre for Continuous

Training and Technological Transfer

Mother tongue(s) Romanian

Other language(s) UNDERSTANDING SPEAKING WRITING

Listening Reading Spoken

interaction

Spoken

production

English C1 C1 C1 C1 C1

Authorised Translator in Economic Sciences

French C1 C1 B2 B2 B2

Diplome Elementaire de Langue Francaise (DELF)

83

Spanish B2 B2 B2 B2 B1

Italian B1 B1 A2 A2 A1

Communication skills Good communication skills gained through my experience as Project Manager.

Extensive experience working with multicultural and multinational teams.

Organisational /

managerial skills ▪ Attention to Detail ▪ Identifying Resources ▪ Predicting

▪ Attentive Listening ▪ Implementation ▪ Presentation

▪ Budgeting ▪ Implementing Decisions ▪ Prioritization

▪ Business Intelligence ▪ Information Gathering ▪ Problem Solving

▪ Concision ▪ Leadership ▪ Program

Management

▪ Confidence ▪ Management ▪ Project

Management

▪ Coordination ▪ Managing Appointments ▪ Providing

Feedback

▪ Decision Making ▪ Managing Conflict ▪ Scheduling

▪ Delegation ▪ Meeting Deadlines ▪ Situational

Assessment

▪ Effectiveness ▪ Meeting Goals ▪ Strategic Planning

▪ Evaluating ▪ Multitasking ▪ Strategy

Development

▪ Facilitating ▪ Negotiation ▪ Task Assessment

▪ Goal Setting ▪ Organization Time

Management

▪ Identifying Problems ▪ Planning

Job-related skills Relevant experience in international management and remote management of

multinational and multicultural teams

Experience in Supplier Relationship Management

Very good command of Project Management tools and processes;

Very good command of Public Procurement processes;

Computer skills ▪ Microsoft Office (ECDL), Windows; SAP, KNIME, Power BI, SharePoint

Driving licence ▪ B Category since 2002

84

XI. List of scientific papers published and presented at scientific conferences:

Published papers:

Pârjoleanu, R. (2020), „Work Motivation Efficiency in the Workplace”, Postmodern

Openings, Volume 11, Issue 4, pp. 293-309; doi:10.18662/po/; ISSN: 2068-0236 | e-

ISSN: 2069-9387


Pârjoleanu, R. (2020), „The Role of Multinational Corporation in the European

Union”, Postmodern Openings, Volume 11, Issue 4, pp. 109-126; doi:10.18662/po/;

ISSN: 2068-0236 | e-ISSN: 2069-9387


Pârjoleanu, R. (2020), „Gender Payment Disparities in the European Union”, The

Annals of “Dunarea de Jos” University - Fascicle I. Economics and Applied

Informatics, No. 3/2020, pp. 43-52, DOI https://doi.org/10.35219/eai15840409134,

ISSN-L 1584-0409 ISSN-Online 2344-441X


Pârjoleanu, R. (2020), „Perspectives on Leadership in Times of Crisis”, The Annals



ISSN-Online 2344-441X


Pârjoleanu, R. (2020), „Alegerea motivaţiei muncii”, accepted for publication in the

volume of the International Scientific Conference “Economic and Management

Assurance`s Viability For Sustainable Development of the Regional Economy During

the EU Integration”, Bălţi, Republic of Moldova, 27-28 november 2020.

Pârjoleanu, R. (2020), „Antisocial personality traits in today‟s corporate world” -

Theoretical and Applied Economics. Volume XXVII, Special Issue, (2020), pp. 20-33

http://store.ectap.ro/suplimente/Theoretical_&_Applied_Economics_2020_Special_Iss

ue_Summer.pdf

Pârjoleanu, R. (2015), – „The Evolution of the Leader Approach in the European

Union” – Valahian Journal of Economic Studies - Volume 5 (19), Issue 4, pp. 95-106



https://doi.org/10.35219/eai15840409134


https://doi.org/10.35219/eai15840409139




85

https://search.proquest.com/openview/6079cdb36f78f5459bce359d8f68eb60/1?pq-


quoted in


Pârjoleanu, R. (2015), „The Implementation of the Leader Approach in Romania” -

Romanian Economic and Business Review - Winter 2015, Volume 10, Number 4,

ISSN 1842 – 2497, pp. 102-116


quoted in

https://search.proquest.com/openview/c368fede0a7d86f23f43a0b38a2a74ad/1?pq-



Papers presented at scientific conferences:

Pârjoleanu, R. (2020, November 27-28th), „Alegerea motivaţiei muncii” (“The

choice of work motivation”), the International Scientific Conference (online)

“Economic and Management Assurance`s Viability For Sustainable Development of

the Regional Economy During the EU Integration”, Bălţi, Republic of Moldova,

State University „Alecu Russo” from Balti, Faculty of Exact, Economic and

Environmental Sciences

Pârjoleanu, R. (2020, November 27-28th), „Work Motivation Efficiency in the

Workplace”, 15th LUMEN International Scientific Conference (online)



Pârjoleanu, R. (2020, November 27-28th), „The Role of Multinational Corporation in

the European Union”, 15th LUMEN International Scientific Conference (online)



Pârjoleanu, R. (2020, March 30-31st), „Antisocial personality traits in today‟s

corporate world”, International Scientific Conference (online) Economic Convergence

in European Union (ECEU) – 17th Edition, Faculty of Theoretical and Applied

Economics, Bucharest University of Economic Sciences, Bucharest, Romania.








86

Pârjoleanu, R. (2018, November 16-17th) „Gender Pay Gap in the European Union

Countries”, International Scientific Conference Global Interferences of Knowledge

Society, 2nd Edition, Valahia University of Targoviste, Târgovişte, Romania

Pârjoleanu, R. (2015, November 27-28th), „The Evolution of the Leader Approach

in the European Union”, International Scientific Conference Contemporary Challenges

for the Society in the Context of the Recent Economic and Social Challenges, Valahia

University of Targoviste, Târgovişte, România.

Pârjoleanu, R. (2015, November 20-21st), „Aspecte generale ale abordării leader în

Uniunea Europeană” (“General aspects of the leader approach in the European

Union”), International Scientific Conference “Development as a goal of human action.

New challenges for Economic Science”, Faculty of Theoretical and Applied

Economics, Bucharest University of Economic Sciences, Bucharest, Romania.

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