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196 Njanike, K.; Mutengezanwa, M.; Gombarume, F.B. REFERENCES: [1]. Blake, R.R.; Mouton, J.S. (1985) The Managerial Guide III, Gulf Publishing Company [2]. Buchanan, J.M. (1975) A Contractrian Paradigm for Applying Economic Theory, American Economic Review, May [3]. Borerwe, J. (2004) Developments in the banking sector, University of Zimbabwe [4]. Cartwright, J. (1999) Cultural Transformation, Financial Times, Prentice Hall, p.34 [5]. Cook, N. (2002) The Schenker Project, Cambridge University Press [6]. Coyle, B. (2003) ICSA Professional Development Corporate Governance, ICSA Publishing Company [7]. Davis, H.A.; Militelo, F.C. (1994) The Empowered Organisation: redefining the Roles and Practices of Finance, Financial Executives Research Foundation, New Jersey [8]. Deal, T.E.; Kennedy, A.A. (1982) Corporate Cultures: The Rites and Rituals of Corporate Life, Penguin [9]. Fama, E.F. (1980) Agency Problems and the Theory of the Firm, Journal of Political Economy 88, pp.288-307 [10]. French, W.L.; Bell, C.H. (1999) Organisation Development Behavioural Science Interventions for Organisation Improvement, 6 th Edition, Prentice Hall [11]. Green, J. (1997) Just Whistle while you Work, Chartered Secretary March, pp.20-1 [12]. Grieves, J. (2000) Introduction: the Origins of Organisation Development, Journal of Management Development, Vol.19, no.5, p.345 [13]. Harvey, D.F.; Brown, D.R. (1998) An Experiential Approach to Organisation Development, 3 rd Edition, Prentice Hall, p.68 [14]. Jansen, M.S. (1998) Corporate Governance: Lessons from the 1986s, Howard University Press [15]. Johnson, G. (1992) Managing Strategic Change: Strategy, Culture and Action, Long Range Planning, Vol.25, pp.28-36 [16]. Khan, M.Y. (1994) Financial Services, Tata McGrawhill Publishing Company Ltd., 3 rd Edition [17]. Magaisa, A.T. (2004) Corporate Governance and Banking, The Independent for January 16 [18]. Pheysey, D.C. (1993) Organisational Cultures: Types and Transformations, Routledge [19]. Robbins, S. (1982) Essentials of Organisational Behaviour, 3 rd Edition, Prentice Hall, pp.14 [20]. Smircich, L. (1983) Concepts of Culture and Organisational Analysis, Adninstrative Science Quarterly, 28, pp.339-58 [21]. Weibach, M. S. (1993) Corporate Governance and Hostile Takeovers, Journal of Accounting and Economics, Elsevier, Vol.16 (1-3), April, pp.1999-208 [22]. Basel Committee on Banking Supervision (1999) OECD Principles of Corporate Governance, downloaded from www.bis.org/publ/bcbs56.pdf on 1 January 2009 [23]. Financial Stability Board (1998) Framework For Internal Control Systems in Banking Organisation, downloaded from http://www.bis.org/bcbs40.html [24]. King Committee on Corporate Governance (2002) Executive Summary of the King Report [25]. Minnesota State Auditor (2007) downloaded from www.osa.state.mn.us.pdf on 17/03/2010 [26]. Reserve Bank of Zimbabwe (2004) Bank Licensing, Supervision and Surveillance, Guideline No.01/2004/BSD. Corporate Governance
Annals of the University of Petroşani, Economics, 11(1), 2011, 197-206 197 SOCIAL-ECONOMIC ASPECTS REGARDING THE ACTIVITY OF THE PERSONNEL ENGAGED IN THE RAILWAY TRANSPORTATION ION PÂRVULESCU, ROXANA PLEŞA * ABSTRACT: The paper presents a synthesis of an analysis made with the personnel of the railway employees in Craiova and Timiş areas, regarding the opinions on various aspects involved in this field. The opinion viewed aspects such as: motivation of the career options for railway activity; advantages and disadvantages of the activities in this field; social security provided; working conditions; assessment of activity from the point of view of its complexity. KEY WORDS: motivation; satisfaction; social security; human relations. JEL CLASSIFICATION: A14; Z10. The research was made in the year 2011 and a batch of 542 employees was investigated in the railway system in Craiova and Timiş areas. As far as the structure by sex is concerned, most of the employers are male (84%), as a consequence of the fact that the workforce in railway is mostly male. Age wise, employees older than 30 are more than three quarters of those inquired, with a balance between those belonging to the 31-40 and older than 40 years old category. Those younger than 25 years old are only 6.5%, the explanation being that in the last years redundancy programs were applied, with no new employments. Job experience being an age dependent variable, it is only natural to be dominated by the 11-20 and more than 20 years category, those with 10 years including, with an approximately one third share. Education is rather high, with only 10% having less than middle school, and those with university education being more than one fifth, the majority being with middle schools. The opening questions of the inquiry viewed the main issues worrying the employees in the railway system at present, the answers being given in Figure No. 8, * Assoc. Prof., Ph.D., University of Petroşani, Romania, iparvulescu@upet.ro Assist. Prof., Ph.D. Student, University of Petroşani, Romania,
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