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6 Baron, M. „Mica” company took over, near Brad, not only an asset consisting of exploration lease, arable and untillable areas, galleries, mechanical installations, buildings, machinery, etc., but also a labor force well prepared to support effectively this company. Undoubtedly, in the long run the original work force will be replaced gradually with representatives of other generations, out of objective and subjective reasons, without affecting the continuity and, above all, the success of the activity claimed to be carried out at „Mica” Brad. There was a two-way phenomenon showing both stability and also fluctuation due to subjective and objective factors. Most of those who were employed at „Mica” Brad, mainly workers, were locals, living in communes and villages in the area in which „Mica” Company operated. Most of those hired by „Mica” Brad, whether they were locals or they originated from elsewhere, mainly engineers and part of the officials, they came here carry out their professional activity; their decision was also influenced by the fact that Mica Company would become during this period the most important economic institution in the area and in fact in the whole perimeter of Apuseni Mountains; being an employee with „Mica” Brad, as well as with other associated mining companies represented a matter of safety regarding the workplace, and last but not least, a matter of material status and prestige. It is a truism to assert that among the determinants of personnel policy of the company economic factors will have a decisive role. It was a truth that had to be taken into consideration by the directors of „Mica” Company, the increase or decrease in the number of employees being influenced to some extent by the economic situation. In table 1 we note that in the early years of taking over Ruda 12 Apostli by „Mica” Company there is a decrease in the number of employees. The process is due to the reduction of the productive activity by closing or reducing work in a few mines, and by the concern of the management of „Mica” Company to rationalize the productive flow. After 1927 the number of employees increases, alongside with the growth in production, but also due to related activities carried out by the Company for the benefit of business profitability; interestingly, during the economic crisis in the years 1929-1933, as a reflex and the due to the fact that the exploitation of gold did not because of the slowdown in the global economic activity, the number of employees continued to increase, a trend which, with a small rebound in the years 1942-1944 - when many employees had been mobilized causing a shortage of man power 1 - would worsen in the years 1945-1947 (table 2). Man power was be higher in 1947 than in the year 1938, because the conditions were different. In 1938 they exploited rich and thick ores, and thus the effective power was higher; there were fewer jobs and supervision was easier, it did not require many supervisory workers. In 1947 mostly remnants of thin gold ores were exploited and enterprises were expanded, which led to lengthening transport lines and galleries the maintenance of which was difficult; at the same time surface facilities developed, mainly those for processing ore etc. 2 . Perhaps this explanation encompasses 1 Hunedoara County Department of the National Archives (hereinafter called DJANH), Fond Societatea „Mica”, dos. 11/1941, f. 1-22). 2 Ibidem, dos. 4/1947, f. 86.
Concerns on Labour Power Selection and Training within „Mica” Mining ... 7 the pressure imposed by authorities for economic but also social reasons, have introduced serious restrictions regarding the ability of employers to dismiss their employees, and in the years 1945-1947, this trend aggravated; the owners permanently had to face the protest movements of laborers. Year Ruda 12 Apostoli Table 1. Evolution of employees at „Mica” Brad during 1921-1935 3 Mines + Mine Directorate Ţebea Other mines Total Technical staff and labourers Out of which Administrative personnel and cleaning women 1921 1.883 322 - 2.205 2.174 31 1922 2.160 355 - 2.515 2.485 30 1923 1.990 497 - 2.487 2.441 46 1924 1.792 466 - 2.258 2.201 57 1925 1.489 386 - 1.875 1.818 57 1926 1.454 326 - 1.780 1.726 54 1927 1.989 337 - 2.326 2.283 43 1928 2.012 309 - 2.321 2.280 41 1929 2.052 300 - 2.352 2.307 43 1930 2.012 288 - 2.300 2.244 56 1931 2.133 289 - 2.422 2.366 56 1932 2.185 200 - 2.385 2.289 96 1933 2.326 181 - 2.507 2.392 115 1934 2.395 191 45 2.631 2.527 104 1935 2.406 193 70 2.669 2.540 129 Table 2. Evolution of employees at „Mica” Brad during 1936 – 1947 4 Out of which Out of which Year Total Day Year Total Day Officials Workers Officials labourers labourers Workers 1936 2.645 176 79 2.390 1942 2.859 211 76 2.572 1937 2.781 173 100 2.508 1943 2.951 1938 2.991 155 107 2.729 1944 2.860 286 2.574 1939 3.012 1945 4.048 322 3.762 1940 3.230 191 142 2.897 1946 4.310 335 3.975 1941 3.197 215 88 2.894 1947 3.952 319 3.633 There were also people who favoured seasonal work because they considered other activities, mainly in the agriculture, more important than working in a mine. It is well known that, especially at the beginning of the interwar period, when there was a setback in gold mining, some workers from Apuseni Mountains, not necessarily 3 Ibidem, dos. 24/1922, f. 4-47; dos. 25/1922, f. 4-49. 4 Ibidem, dos. 50/1936, f. 49; dos. 13/1937, f. 49; dos. 4/1947, f. 321; dos. 11/1940, f. 76; dos. 23/1941, f. 31; dos. 11/1942, f. 30; dos. 5/1944, f. 45; dos. 4/1945, f. 38; dos. 11/1945, f. 116; dos. 226/1946, f. 37; dos. 35/1947, f. 42.
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Guiding Marks Regarding the Reasoni
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Annals of the University of Petroş
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The Influence of the Mining Unions
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Integration process in management s
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ERP and BI Implementation in Romani
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Romanian Companies Dilemmas-Busines
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Proposal for Strategies to Build Mi
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The Role of Accounting Information
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Aspects Regarding the Evolution of
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The Mining Projects - An Approach i
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Promotion of Employment among Youth
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Promotion of Employment among Youth
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Decisions in Negotiations Using Exp
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3. CASE STUDY Decisions in Negotiat
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The Impact of Micro Finance Institu
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Specific Aspects of the Technical R
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Youngsters - Disadvantaged Group on
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Human Capital and Higher Education
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The Utility of the Barter Agreement
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Restructuring and Reform in the Jiu
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Sovereign Risk Assessment under Eco
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The Evolution of Marketing Methods
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The Race to the Bottom and Its Impa
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Types of Decisions Based on Multi-C
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