Proceedings of the 3rd European Conference on Intellectual Capital

Anca Mândruleanu
state that performance involves goals, objectives or plans and some <strong>of</strong> <strong>the</strong>m consider that <strong>the</strong> vision
<strong>of</strong> <strong>the</strong> company reflects predictability, direction, a good image in <strong>the</strong> future that can lead to
performance. Also, three managers mention that <strong>the</strong> price and <strong>the</strong> quality <strong>of</strong> <strong>the</strong> products and
services <strong>of</strong>fered directly influence <strong>the</strong> performance <strong>of</strong> <strong>the</strong> organization.
The Romanian managers are aware <strong>of</strong> <strong>the</strong> importance <strong>of</strong> <strong>the</strong> change in value. Intensification in <strong>the</strong>
standards <strong>of</strong> quality <strong>of</strong> life and self-actualization has become a generally declared goal. The higher
need for recognition than possession has become <strong>the</strong> strongest moving force for human performance.
Whereas economic principles made specialization in areas <strong>of</strong> activity essential in <strong>the</strong> past, <strong>the</strong>
situation has been reversed through technologically influenced new orientation structure (Hill, 2007).
Decentralization <strong>of</strong> decision making, creation <strong>of</strong> clear and manageable units, adoption <strong>of</strong> actionoriented
working groups, streng<strong>the</strong>ning <strong>the</strong> ability <strong>of</strong> self-control and <strong>the</strong> integration <strong>of</strong> <strong>the</strong> different
working areas are <strong>the</strong> starting points for <strong>the</strong> present and <strong>the</strong> future. Fur<strong>the</strong>rmore, only such firms
where employees recognize <strong>the</strong> fact that <strong>the</strong>ir performance at work not only contributes to <strong>the</strong> overall
development <strong>of</strong> <strong>the</strong> company, but also to personal development, will be successful.
Concerning <strong>the</strong> quantitative research, data presented below were analyzed in SPSS program, with
identifying information removed. The survey consisted <strong>of</strong> a series <strong>of</strong> questions presented above on
<strong>the</strong> Human Capital’s influence in increasing <strong>the</strong> corporate performance. Measures used in this study
included <strong>the</strong> demographic items (year <strong>of</strong> birth) and <strong>the</strong> geographical distribution. The descriptive
statistics for <strong>the</strong> variable that describe <strong>the</strong> macro-variable Mission and Vision is presented in Table 1.
In Table 1, N represents <strong>the</strong> total number <strong>of</strong> <strong>the</strong> participating managers (50), Min equals 1 and Max
equals 5 represent <strong>the</strong> minimum and <strong>the</strong> maximum values that <strong>the</strong>ir answers range between (1
represents totally disagree and 5, totally agree). The fourth column (Mean) represents <strong>the</strong> mean <strong>of</strong>
<strong>the</strong> answers and varies between 3,81 and 4,39. The majority <strong>of</strong> <strong>the</strong> answers’ means is close to <strong>the</strong>
maximum value (5), except for one variable that have a value less than 4. The Standard Deviation
(column 4) has values less than 1 that means that <strong>the</strong> managers have similar opinions concerning <strong>the</strong>
organizational Human Capital.
Table 1: Descriptive statistics for managers
Descriptive Statistics
N Min Max Mean Standard
deviation
Q1. Active involvement 50 1 5 4,18 ,829
Q2. Ability to recognize <strong>the</strong> strategy change 50 1 5 4,23 ,875
Q3. Information processing and firm’s strategy 50 1 5 4,29 ,845
Q4. Employee-oriented style 50 1 5 4,39 ,891
Q5. Employee’s and firm’s expectations 50 1 5 3,81 ,718
More and more people are joining <strong>the</strong> list <strong>of</strong> future innovators. Innovations are not restricted only to
products but also strongly reflected on markets, target groups and processes. Existing concepts are
being questioned and changed. Innovation flourishes in an environment <strong>of</strong> trust and <strong>of</strong> positive
attitude towards it both by employees and employers. It evolves in humans heads. Here, <strong>the</strong> need to
apply both sides <strong>of</strong> <strong>the</strong> brain is very important. While <strong>the</strong> left side <strong>of</strong> <strong>the</strong> brain logically, analytically,
rationally, linearly, consistently and conservatively processes sensory impressions, <strong>the</strong> right side
operates integrally. It creatively and imaginatively uses experiences acquired from <strong>the</strong> left side. The
“logical” left and “creative” right sides must be simultaneously activated in order to achieve <strong>the</strong> best
possible innovations.
Analyzing <strong>the</strong> Reliability Statistics, <strong>the</strong> value <strong>of</strong> Cronbach’s Alpha is 0.824, more than 0.7, <strong>the</strong>
minimum value that shows <strong>the</strong> relevance <strong>of</strong> <strong>the</strong> obtained answers. We can conclude that <strong>the</strong> answers
are relevant and correctly correlated.
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