Proceedings of the 3rd European Conference on Intellectual Capital

Anca Mândruleanu
In Table 2, <strong>the</strong>re are two main aspects for this research: <strong>the</strong> values <strong>of</strong> <strong>the</strong> first column (Scale Mean <strong>of</strong>
Item deleted) and <strong>the</strong> values <strong>of</strong> <strong>the</strong> last column (Cronbach’s Alpha if Item deleted). Taking into
account <strong>the</strong> values obtained, we notice that item Q4 has <strong>the</strong> strongest correlation with <strong>the</strong> scale,
meaning it has a major role in this analysis. The weakest correlation with <strong>the</strong> scale belongs to <strong>the</strong> item
Q2. Thus, we can conclude that <strong>the</strong> organizations have a management style oriented towards <strong>the</strong>
employees. The management delegates tasks, authority and responsibility and <strong>the</strong>y realize that
empowering <strong>the</strong> employees is one <strong>of</strong> <strong>the</strong> best methods <strong>of</strong> increasing corporate performance. Still, not
all <strong>the</strong> managers are convinced that <strong>the</strong>ir philosophy is well understood in <strong>the</strong> company and that most
staff can list <strong>the</strong> organization’s goals relevant to <strong>the</strong> activity and is familiar with <strong>the</strong> plans to achieve in
<strong>the</strong>ir own areas. In Table 2, we can also notice <strong>the</strong> value <strong>of</strong> <strong>the</strong> last column Cronbach’s Alpha if Item
is deleted. The values are less than <strong>the</strong> value <strong>of</strong> 0.824, previously obtained. Thus, we can conclude
that all <strong>the</strong> items that were initially selected are relevant for <strong>the</strong> present study. This value shows us
that removing any <strong>of</strong> <strong>the</strong> selected items means a loss <strong>of</strong> information in analyzing <strong>the</strong> results. In
addition, <strong>the</strong> Significance from <strong>the</strong> ANOVA table equals zero, which means that <strong>the</strong> analysis is
significant at any level.
Table 2: Items statistics for managers
Items Statistics
Scale Mean if Item
Deleted
Scale
Variance if
Item Deleted
Corrected
Item
Total
Correlation
Q1. Active involvement 17,66 6,519 ,678 ,783
Q2. Ability to recognize <strong>the</strong> strategy
change
16,09 5,875 ,578 ,756
Q3. Information processing and firm’s
strategy
16,43 6,124 ,581 ,813
Q4. Employee-oriented style 17,91 6,321 ,601 ,805
Q5. Employee’s and firm’s expectations 16,72 6,498 ,512 ,797
Going back to <strong>the</strong> initial hypo<strong>the</strong>ses, after analyzing <strong>the</strong> data, we can conclude that both hypo<strong>the</strong>ses
are valid and we can state that in <strong>the</strong> analyzed Romanian companies, <strong>the</strong> managers consider that <strong>the</strong>
Human Capital <strong>of</strong> <strong>the</strong> company has an important influence in increasing <strong>the</strong> corporate performance
and <strong>the</strong>y know <strong>the</strong> strategic objectives <strong>of</strong> <strong>the</strong> company and do <strong>the</strong> best in achieving organizational
competitive advantage. In addition, <strong>the</strong> organizational and information processing is essential to <strong>the</strong>
firm’s strategy; still, a better understanding <strong>of</strong> <strong>the</strong> management philosophy by <strong>the</strong> staff <strong>of</strong> <strong>the</strong> company
is needed. This will lead to a better match between <strong>the</strong> employees’ needs and aspirations and <strong>the</strong>
company’s performance.
5. Conclusions
Romanian managers do believe that encouraging <strong>the</strong> development <strong>of</strong> Human Capital is essential,
because this will lead to an increase <strong>of</strong> <strong>the</strong> corporate performance. Each employee, irrespective <strong>of</strong> his
position or place in <strong>the</strong> organization and aside from pr<strong>of</strong>essional and personal qualifications, requires
more and more entrepreneurial capabilities. This must be made conscious to each employee. It is not
in just a company where I am working, it is my company (Griffin, 2006). Organizations that expect this
positive entrepreneurial thinking from his employees must provide stress-free working environment in
which <strong>the</strong>y can optimally apply <strong>the</strong>ir creative potentials and not be hindered by existing barriers.
Moreover, it is a bigger and wider area <strong>of</strong> responsibility which is being transferred over to <strong>the</strong>
employees as it is being expected <strong>of</strong> <strong>the</strong>m to take self-conscious actions. They must be able to act
and react as rational individuals and not just like subordinates. Nowadays, each employee must
assume bigger responsibility when dealing with customers. This is <strong>the</strong> reason why corporate and
entrepreneurial competences are being demanded <strong>of</strong> each employee.
Managers understand <strong>the</strong> importance <strong>of</strong> Human Capital and <strong>the</strong>y are willing to create an
organizational culture that encourages <strong>the</strong> flow <strong>of</strong> information and knowledge within <strong>the</strong> company and
to facilitate <strong>the</strong>ir creation. An effective leader has to focus attention on organizational culture, in
relation to <strong>the</strong> shared beliefs, values and expectations <strong>of</strong> <strong>the</strong> people in <strong>the</strong> organization.
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