As organizations grow in size and complexity, the challenges they face and the number of employees needing training and personal development (TPD) programs increase. The research in this paper focused on analyzing employees' perceptions of training and personal development (TPD) programs and the effects that training, vocational training, and personal development have on performance in four public domain organizations. The paper aims to analyze the perceived impact of TPD on organizational results. The relationship between TPD and performance in the public sector has not been an intensively researched field in Romania, especially in terms of the impact perceived by TPD employees on individual and collective performance. The analysis was conducted among 327 employees of Romania's public and private sector organizations. The determination of the influences between the variables was performed by research based on multiple regressions. The results show that TPD programs significantly influence the organizational outcomes in the perception of the employees selected in the study. TPD programs for employees are an integral part of the organization's strategy. The need to invest in the workforce is stronger than ever, as the ability to compete depends on knowledge development.

Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.

Human resource management (HRM) is a critical field in business and organizations, and practices in this field can significantly influence employee engagement and organizational culture. The paper proposes a model for evaluating the effects of HRM practices on employee commitment and organizational culture. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. HRM practices can directly influence employee engagement and organizational culture. Involving employees in the decision-making process, offering opportunities for career development, properly managing labor relations, and promoting diversity and inclusion are HRM practices that can increase employee engagement and develop a positive organizational culture. The study has important managerial implications by highlighting HRM practices that substantially affect employee engagement and organizational culture. Employees more involved and loyal to the organization are more likely to respect its values and goals, so the organizational culture becomes more substantial and better defined. Therefore, organizations must implement HRM practices that help increase employee engagement and develop a more robust and better-defined organizational culture.