The paper investigates experiences of employees and middle managers in relation to the transition from working from office to working from home in the context of COVID-19 pandemic in Romania. Three online focus groups were conducted to explore working experience in the new mode of work. The conclusions are multifaceted, covering four dimensions: time, spatial, social and technical, and point out how employees and middle managers understand the transition and what impact telework had on their job satisfaction and work productivity.

The purpose of this paper is to identify some coordinates necessary to evaluate and control the dynamics of conflict potential of organizations. In order to examine the conflictual potential of organizations, we started from Glasl’s (1999) idea according to which, in this approach, attention must be focused mainly on the state and functionality of three main subsystems: the spiritual-cultural subsystem; the social-political subsystem and the instrumental-technical subsystem of the organizations. As a result, the possible vulnerabilities of the organizational system must be looked for, in two major directions. On the one hand, on aspects related to the soft part of the organization, more precisely the organizational identity, and on the other hand, on aspects related to the hard part of the organization, determined by the organizational structure. This paper is not about discovering the sources and factors that determine conflicts in organizations, but about drawing attention to the fact that the organization itself, through the values promoted and the way of organization, can be a source of conflict.

In this paper we will try to emphasize the importance of commitment, in an organizational world that tries to constantly adapt to the socio-economic environment in which it operates. More precisely, in this paper, based on theoretical analyses, we will present the importance of studying the relationships between organizational commitment and other organizational process, namely and work motivation. And we will also try to show by introducing the concept of goal regulation, that commitment influences organizational behavior independently of some extrinsic reasons or positive attitudes and that it can lead to the persistence of an action even in the face of conflicting reasons or attitudes. Starting from this conceptualization, we encourage the leads of empirical studies that support the hypothesis, that an integrated model of organizational commitment and motivation for work, better explains the involvement of individuals in an organizational context, beyond its theoretical validation.

The main objective of the present study is to identify and analyze the factors that predict counterproductive behaviors in the military organization, specifically among military students. A quantitative research design, based on data collection through multiple measurement scales, was used to achieve this goal. The measurement scales used to analyze the organizational predictors of counterproductive behaviors were: the Organizational Constraints Measurement Scale (Spector & Jex, 1998), the Interpersonal Conflict at Work Measurement Scale (Spector & Jex, 1998). And perceptions of organizational justice were measured by the Distributive and Procedural Justice Measurement Scale, which was developed by Niehoff & Moorman (1993). The data analysis measured the correlation (using SPSS we calculated the coefficient of determination, denoted R2, which represents the proportion of the variation in the dependent variable that is predictable from the independent variables) between a number of predictors, namely interpersonal conflict, perceptions of procedural and distributive organizational justice, and organizational constraints and counterproductive behavior. The analysis was carried out comparatively on students from faculties belonging to “Nicolae Bălcescu” Land Forces Academy of Sibiu. In constructing the sample, we used a probabilistic stratified sampling, reaching a number of 137 students. The results show as that high levels of interpersonal conflict and organizational constraints are associated with variations in counterproductive behaviors, but low levels of distributive justice and procedural justice do not have a significant impact on these behaviors according to the data presented.

This study examines perceptions of organizational justice, namely distributive, procedural, and interactional justice, among military students enrolled in a Romanian military educational institution. Using survey data collected from 245 cadets, the analysis combines descriptive statistics, psychometric validation, non-parametric group comparisons, and regression modeling to investigate the multidimensional structure of organizational fairness perceptions. The findings indicate moderate and stable evaluations of the organizational environment, although significant differences emerge between general organizational perceptions and individual experiences. Contrary to expectations derived from the “erosion of disillusionment” fourth-year students have more favorable perceptions of equity and inclusion than students from previous years, which is consistent with military socialization processes supporting positive organizational integration over time — a pattern discussed here in relation to inclusive leadership theory, though leadership style was not directly measured in this study. No statistically significant gender differences were identified. Regression analyses further revealed that distributive fairness (evaluation and treatment) and perceived discrimination were the strongest and most robust predictors of overall justice perceptions.

This study examines the level of perceived organizational stress among active-duty personnel in the Romanian Land Forces. The main objectives are to assess the perceived stress level and to identify significant differences based on gender, the organizational structure of the armed forces and age group. The working hypothesis states that perceived stress levels vary significantly according to these demographic and organizational variables. The research was conducted on a sample of 397 military personnel selected from various units of the Romanian Land Forces. Data collection was carried out using the Perceived Stress Scale (PSS), developed by S. Cohen and D. Janicki-Deverts, a validated psychometric instrument widely used to assess individuals’ subjective perception of daily stress. The results highlight relevant differences in stress levels depending on the analyzed variables, offering a useful framework for understanding the impact of perceived stress on military personnel. The findings support the need for targeted organizational policies and adaptive intervention strategies to promote psychological well-being and enhance resilience within the military environment.