The Consequences Of Organizational Change On The Human Factor In The Textile Industry

The study of this paper emphasizes the aspects of change in organizations from the textile industry and the consequences of their implementation on human resources. The present paper falls within the non-experimental quantitative research, as well as having an explorative side due to the fact that it explores a reality in order to discover whether there are certain relationships between the chosen variables. The research is transversal because the data collection is achieved by applying a one-time, ad hoc questionnaire that was built specifically for the conduct of a research, partially presented in this paper. The research method or the procedure used is the survey, the technique employed is the one of the questionnaire applied through the process called "self administration" and the investigative tool is the questionnaire on paper. Along with a change in design or implementation plan and organizational culture, human resources contribute significantly to the success of any kind of change. Compared to the current process of globalization in which the economies and the financial markets are closely linked, and given the highly dynamic industrial climate that is characterized by items such as restructuring, relocation and subcontracting, Romanian companies appear to be aware that the social and ethical role of firms attracts increased attention on the living standards of employees. The resources of an organization in solving the arising problems are many, varied, and it depends only on its willingness to discover and capitalize. Difficult moments generated by implementing changes or the onset of seizures are such problems, which can not only have technical, but also human aspects. In managing the latter the human capital owned by the firm is undoubtedly important, but this must be combined with the quality of good management. The literature is replete with conceptual models of effective organization that can improve or streamline the industrial process, but a strategic orientation towards effective personnel policy is not very expensive, it being very necessary to ensuring the sustainability of the firm. For the textile industry to be successful, we need a better communication between industry and the education system and training, so that the needs and the qualification skills be clearly indicated in order to have a properly trained human resource. So, we can say that for the successful implementation of changes in the textile enterprises the material components, the financial and the human ones, should be combined, organized and updated with the aim of improving human resources management by specializing and training the personnel.