THE PERSONNEL FLUCTUATION - GHEORGHE LAZR PRIMARY AND MIDDLE SCHOOL

MARCU ALEXANDRA, MIHAI GEORGIANA, NEDELCU RAMONA2 Bucharest University, Master of Organizational Psychology and Human Resource

Abstract In this document we can see the results of the personnel fluctuation in the educational institution Gheorghe Lazar. The educational institution Gheorghe Lazr, founded in1977 is situated in Zalu, Slaj County. The institution is one of the most prestigious schools in the county, remarked for the results obtained by students and for the professionalism of the teachers. Objectives: The main goal of the school is student formation, training and education, in order to obtain performances, as well as continuous teacher training, in order to improve the overall situation of the public educational system. Method: Particpants: The institution uses a staff of 50 persons yearly, among which: 14 primary school teachers, 34 middle school teachers, 5 leadership and administration positions and 11 auxiliary personnel positions. Each year a number of experienced teachers leave the school, being replaced by younger less experienced teachers. Material/ Instruments: calculation of fluctuation indexes using specifically formulas. Although the fluctuation in this organization is small, the indices obtained in relation with the total number of positions are a little worrying. Results: According the results in 2009 five out of 14 teachers left. This number is not particularly small considering it represents approximately 35% of the total number of teacher positions. Conclusions: If this percentage is not worrying, then you should take into account that this study was conducted in a school and 35% of those teachers had more experience in the field than the possible new ones coming to occupy those positions. Keywords: exit fluctuation index, low level of fluctuation, personnel reduction, school curriculum.

1. INTRODUCTION The last 5 years were characterized by numerous changes in the economical, cultural and political environment, fact that determined numerous modifications in
2Corresponding

author: Ramona Nedelcu - Email: nedelcu.ramona@ymail.com

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the overall curriculum and school curriculum. This situation led to a change in the personnels perception of their job, in terms of financial stability and security in their performed professional activity. After wage cutts the personnel registered an increase in stress levels (Chraif & Aniei, 2011), a decrease in social prestige and an increase in stability and integrity insecurities (Tnase, Manea, Aniei, Chraif & Cobla, 2011). This institution is oriented towards a personnel strategy defined by the following characteristics: - Maintain the current experienced personnel which contributes to obtaining the organization objectives at the highest standards; - Attract external personnel with the best results at tenure examination; - Fundraise for professional development programs, in order to maintain the competitiveness of the employees and for a continuous knowledge improvement. 1.1. GENERAL OBJECTIVES OF THE ORGANIZATION a) Long-term objectives: - continuous teacher education using the newest and most efficient strategies for teaching learning testing in order to increase the students level of training and to permit the equalization of diplomas at an european level; b) Short-term objectives: - Supplying the school with technical equipments, IT resources, audio-visual resources; - Improvement of basic teaching materials through laboratories, installations, equipment and modern educational means; - Applying student-centered teaching; - Providing adequate guidance services and psycho-pedagogical counseling for all students. 1.2. RESPONSABILITIES MANAGEMENT OBJECTIVES IN THE FIELD OF EMPLOYEES TRAINING The human resource management, approves that the costs-benefits analysis is conclusive for: - Human resources development in schools (improving the quality of the school activities by assuring teaching personnel access to development programs and allowing free student access to attractive and flexible forming programs - Granting help for students with special needs from teaching personnel thus of reducing abandon school rate 1.3. THE ACCOMPLISHMENT AND DEPLOYMENT OF THE BASIC TEACHERS CERTIFICATION EXAM: First distribution public meetings intended to distribute candidates on vacant positions throughout an indefinite period if they scored at least 7; 49

Second distribution - public meetings intended to distribute candidates on vacant positions throughout an indefinite period if they scored at least 5; The third repartition - public meetings at a regional level intended to distribute the remaining accepted candidates on vacant positions 1.4. THE ANNUAL EVALUATION PROCEDURE OF TEACHERS AND SUBSTITUTE TEACHERS The teachers evaluation data sheets are validated by the schools teaching board. At the request of the Administration council, the teachers need to deposit for the evaluation report explanatory documents of the score given at the evaluation, just for the activities that havent been run on schools and are not requested for the personal portfolio. Every commission has to complete the evaluation in the data sheet for every teacher/substitute teacher (on the protocol), and to forward the data sheets to the Administration council. On the schools unit headmaster request the Administration council is summoned to give the final score on teachers evaluation data sheet. The Administration council evaluates the activity on the data sheets and give their own score for the evaluation. The final evaluation in done in the presence of the teachers in question, that have to reason for the score given on the evaluation. The Administration council fills the evaluation data sheet and gives the final score for the evaluation. The score given to the annual qualifying, is: From 100 to 85 points, the very good grade; From 84.99 to 71 points, the good grade; From 70.99 to 51 points, the satisfactory grade; Below 60.99, the unsatisfactory score. 2. RESULTS. THE PERSONNEL FLUCTUATION ANALYSIS The enterprise for economic viability and her performances depends on the structure and the efficiency of human, material and financial resources. Age and gender Thanks to the institutions profile of activity, we can see the big difference in genders (the female gender is superior). As we know, women tend to choose a non-technical, while men tend go for the technical, practical profile.
Year 2011 2010 2009 Table 1 Employees gender Feminine Masculine 34 16 30 20 31 19 Age mean/year 35.5 37.45 43.5

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Marital status and the number of children According to the register of staff, 73% of employees are married. Among these, those that are parents do not exceed 2 children. Seniority in organization According to the personal records from September 2009 up until September 2012, we concluded that there are people within the institution with a long history in teaching, doing this job up until retirement. Educational level This represents the hierarchical scale which measures the personnels education and qualification level. Within the organization the level of education varies from a basic education usually represented by the cleaning and maintenance personnel to a higher one represented by the didactical staff. Analysis of staffs fluctuation Based on data collected during the last three years with the purpose of analyzing staff fluctuation, we will analyze frequencies and percentages found in the data (Chraif, 2010; Chraif, 2013).
IEIRI 2009 2010 2011 1 1 0 0 1 2 0 0 0 0 3 1 0 0 1 4 1 0 1 2 Table 2 Personnel outputs per year/month 5 6 7 8 9 10 11 12 0 0 0 0 3 0 0 3 0 0 0 0 0 0 0 0 14 5 12 31 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL IESIRI PE AN 20 5 13

As shown in table 2, the school has a high annual fluctuation in relation with their total number of positions (20 outputs in 2009 reported to a total of 50 positions). Data has shown that September has the highest fluctuation rate. On figure 1 we can see that each colored line represents the input of staff per year. The abscissa represents the months of the year, so you can see the number of people who are employed by the school "Gheorghe Lazar" do not exceed 20 persons per month. Also, September has a higher flow of inputs in relation with the other months.

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Figure 1 Personnel inputs monthly 2009-2011

Number of persons

16 14 12 10 8 6 4 2 0 1 2 3 4 5
2009

7
2010

9
2011

10

11

12

Months of the year

Figure 2 Personnel outputs monthly 2009-2011

16 14 12 10 8 6 4 2 0 1 2 3 4 5 6 7 8 9 10 11 12

Number of persons

2009

2010

2011

Months of the year

On figure 2 we can see the monthly output flow during 2009-2011. The number of people who leave the school "Gheorghe Lazar" do not exceed 15 per month. Also, we can see that the amount of entries grows in September in comparison to other months. We can also observe a symmetry between the input and the output graph, a symmetry that compensates and actually keeps constant the number of employees in the organization, although there is a large influx of workers entering and exiting. 52

Table 3 Personnel outputs, positions fluctuation in 2009 POSITION Director Deputy director Secretary Primary school teachers Romanian teachers Mathematics teachers Biology teachers Physics teachers Chemistry teachers English teachers French teachers History teachers Geography teachers IT teachers Technological education teachers Religion teachers Music teachers Drawing teachers Sport teachers Administrators Testers Librarians Storekeepers Janitors Security personnel Maintenance workers TOTAL (MONTHS) 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 3 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 1 1 4 1 0 1 0 0 0 1 0 0 1 0 0 0 1 1 1 0 0 0 1 0 0 14 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL OUTPUTS BY CATEGORY 0 1 1 5 1 1 1 0 0 1 1 0 0 1 0 1 0 1 1 1 0 0 0 2 1 0

For 2009 (see table 3) were obtained the following indices of fluctuation: IFL teachers = (5*100)/14 = 35.71% IFL English teacher = (1*100)/2 = 50% IFL Romanian teacher = (1*100)/2 = 50% IFL French teacher = (1*100)/2 = 50% IFL Biology teacher = (1*100)/1 = 100% IFL Mathematics teacher = (1*100)/2 = 50%

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Table 4 Personnel outputs, positions fluctuation in 2010 POSITION Director Deputy director Secretary Primary school teachers Romanian teachers Mathematics teachers Biology teachers Physics teachers Chemistry teachers English teachers French teachers History teachers Georgraphy teachers IT teachers Technological education teachers Religion teachers Music teachers Drawing teachers Sport teachers Administrators Testers Librarians Storekeepers Janitors Security personnel Maintenance workers TOTAL (MONTHS) 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 0 0 3 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 5 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL OUTPUTS BY CATEGORY 0 0 0 3 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0

For 2010 (see table 4) were obtained the following indices of fluctuation: IFLteachers = (3 * 100) / 14 = 21.42%, IFL English teacher = (1 * 100) / 2 = 50%, IFL guards = (1 * 100) / 3 = 33.33%. In 2010 as in 2009, small fluctuations are observed for the same positions: teachers, English teachers and security personnel.

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Table 5 Personnel outputs, positions fluctuation in 2011 POSITION Director Deputy director Secretary Primary school teachers Romanian teachers Mathematics teachers Biology teachers Physics teachers Chemistry teachers English teachers French teachers History teachers Geography teachers IT teachers Technological education teachers Religion teachers Music teachers Drawing teachers Sport teachers Administrators Testers Librarians Storekeepers Janitors Security personnel Maintenance workers TOTAL (MONTHS) 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 1 1 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 2 1 12 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL OUTPUTS BY CATEGORY 1 1 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 2 1

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Table 6 Personnel inputs, positions fluctuation in 2009 POSITION Director Deputy director Secretary Primary school teachers Romanian teachers Mathematics teachers Biology teachers Physics teachers Chemistry teachers English teachers French teachers History teachers Geography teachers IT teachers Technological education teachers Religion teachers Music teachers Drawing teachers Sport teachers Administrators Testers Librarians Storekeepers Janitors Security personnel Maintenance workers TOTAL (MONTHS) 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 1 1 4 1 1 1 0 0 1 1 0 0 1 0 1 0 1 1 1 0 0 0 1 0 0 17 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL INPUTS BY CATEGORY 0 1 1 5 1 1 1 0 0 1 1 0 0 1 0 1 0 1 1 1 0 0 0 2 1 0

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Table 7 Personnel inputs, positions fluctuation in 2010 POSITION Director Deputy director Secretary Primary school teachers Romanian teachers Mathematics teachers Biology teachers Physics teachers Chemistry teachers English teachers French teachers History teachers Geography teachers IT teachers Technological education teachers Religion teachers Music teachers Drawing teachers Sport teachers Administrators Testers Librarians Storekeepers Janitors Security personnel Maintenance workers TOTAL (MONTHS) 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 0 0 3 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 5 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL INPUTS BY CATEGORY 0 0 0 3 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0

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Table 8 Personnel inputs, positions fluctuation in 2011 POSITION Director Deputy director Secretary Primary school teachers Romanian teachers Mathematics teachers Biology teachers Physics teachers Chemistry teachers English teachers French teachers History teachers Geography teachers IT teachers Technological education teachers Religion teachers Music teachers Drawing teachers Sport teachers Administrators Testers Librarians Storekeepers Janitors Security personnel Maintenance workers TOTAL (MONTHS) 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 1 1 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 2 1 12 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 2 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL INPUTS BY CATEGORY 1 1 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 3 2

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3. CONCLUSIONS After analyzing the data above, we can say that the fluctuation in this organization is not high. We have seen that there are certain positions in which the personnel fluctuation every year, September being the annual month for such fluctuations. Although the fluctuation in this organization is small, the indices obtained in relation with the total number of positions are a little worrying. We can see that in 2009 five out of 14 teachers left. This number is not particularly small considering it represents approximately 35% of the total number of teacher positions. If this percentage is not worrying, then you should take into account that this study was conducted in a school and 35% of those teachers had more experience in the field than the possible new ones coming to occupy those positions. REFERNCES
Chraif, M. (2010). Comportamentul contraproductiv [Counterproductive behaviour], Ed Universitar, Bucureti. Chraif, M. (2013). Tratat de psihologia muncii, [Handbook of work psychology], Ed. Trei, Bucuresti. Chraif, M. & Aniei, M. (2011). The impact of economic crisis on occupational stress and counterproductive behavior in a food and beverage restaurant chain from Romania 2nd World Conference on Psychology, Counselling and Guidance Procedia-Social and Behavioral Science Journal (ISSN: 1877-0428), Volume 30, 2644-2650. S. Tnase, C. Manea, M. Chraif, M. Anei, V. Cobla (2012).Assertiveness and Organizational Trust as predictors of mental and Physical Health in a Romanian Oil Company Original Research Article, Procedia - Social and Behavioral Sciences, Elsevier, Volume 33, 2012, 1047-1051.

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