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Abstract: There are many situations in professional life when for various reasons we are employed in jobs that do not meet our emotional expectations our professional capabilities, our passions and therefore performance on that job will not be high. Analysis of the causes of under-utilization of human potential and adoption of appropriate strategies according to employee needs help reduce staff turnover costs. The main objective of the present paper consists in identifying managerial strategies which contribute to the improvement of the employees’ performances by stimulating their motivation, and the extent to which they are used in the managerial practice. Based on literature review we realized an integrated model and developed a classification, that present our own vision regarding performance improvement strategies. Our classification divides strategies for improving employees’ performances into four main groups: by employees’ development, by rewarding employees, by modifying the job description, by employee involvement in the organization. Starting from this model, through two types of questionnaires we have made an empirical research among managers as well as among office personnel, in order to capture both perspectives regarding the pursued objectives. For the present paper we will present only research results obtained for performance improvement strategies by employees’ development because support a higher degree of generality and do not depend on the organization characteristics. A quantitative data analize from the two samples show that there are differences between managers and employees perception when it comes to strategies used in their organizations and also manager did not know which determines employees to strive in order to improve their performance and obtain better results. The strategies to improve the employee’s performances, proposed within this article have the role to show the fact that managers cannot determine every employee to be competitive by using the same methods, and therefore treating each differently person with the aim of creating for that person a favorable context for the development of the performance brings benefits at individual as well as at organizational level.

In this paper we try to analyze the meaning of the public administration term. In our opinion it is necessary to be able to define exactly what public administration means but at the same time to clearly distinguish it from the other sciences. This is due to the fact that very often confusion is made between public administration and public management, public administration and bureaucracy or public administration and policy. Throughout this paper we hope to clarify some of the aspects related to what exactly distinguishes public administration from the above mentioned sciences and what are its own particularities.

This study aims to highlight the importance of performance evaluation from the perspective of work motivation. The research is based on the expectancy theory developed by Victor Vroom and is meant to show that performance evaluation influences one of the factors from the VIE model, the expectancy. The empirical part of the research aims to show the above mentioned in the context of local public administration, namely in the case of the Romanian civil servants from the North-West Region. We have presented the particularities of civil servants performance evaluation in the Romanian local public administration, and its connection to their expectancy and work motivation. The results have shown that civil servants performance appraisal influences civil servants expectancy and this in its turn influences their work motivation. [ABSTRACT FROM AUTHOR]

This study is part of a broader research on work motivation in the Romanian local public administration, based on Vroom's motivational model. The research has tried to diagnose Romanian local public institutions (city halls in particular) regarding the work motivation level of their civil servants. Since the research was too broad to be presented entirely in this article, the authors will show only the findings obtained in one city hall from a city, county residence. Due to the same reason, this paper refers to just one of the Vroom's model elements (the expectancy) and to one of the aspects that could influence it: the probation period for the debutant civil servants. The probation period is critical in preparing civil servants for their future job and career within the local public administration. That is why it can influence the expectancy of civil servants, which in its turn, (from Vroom's' model perspective) influences work motivation. [ABSTRACT FROM AUTHOR]