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1.
MANAGEMENTSKI VIDIKI ZAPOSLOVANJA
Mihaela Breznik, 2010, final seminar paper

Abstract: Diplomski seminar: »Managementski vidiki zaposlovanja«, se s svojo vsebino dotika predvsem procesa zaposlovanja in sicer, da se ustrezna izbira primernega kandidata, njegovo vrednotenje in motiviranje definitivno splača. Pri tem se osredotoči na človeka, kot na skupek osebnosti, veščin, znanj in sposobnosti, skratka na človeka, ki je premoženje podjetja. Na človeka ki je kot oseba ključnega pomena, da bo podjetje uspešno konkuriralo na trgu, da bo imelo visok dobiček in da bo ohranjalo dobro ime. Skozi diplomski seminar tako potujemo od začetkov, kjer predstavimo človeka iz psihološkega vidika, njegovo osebnost, njegove značilnosti in kakšna je njegova vloga v podjetju. S pomočjo teoretičnih dognanj različnih avtorjev in strokovnjakov želimo skozi diplomski seminar pojasniti pomen osebnostnih lastnosti človeka in pomen kadrovske funkcije za podjetje in s tem hkrati omogočiti edinstven vpogled na dogajanje v podjetju, ki je tesno povezano s človekom samim, tako kot z njegovimi lastnostmi, veščinami in znanji. Diplomski seminar se zaključuje s izsledki raziskave, ki smo jo opravili v podjetju »EOC d.o.o.«, izvedena je bila s pomočjo anketnega vprašalnika in sicer na vzorcu 20 zaposlenih. Na podlagi raziskave ugotovimo, kako pomembna se zaposlenim zdi zaposlitev ustreznega kandidata, ki je tako kakovosten kot usposobljen. Preseneti nas izsledek, da na motivacijo zaposlenih ne vpliva zaposlitev kandidata, ampak poleg finančne stimulacije drugi bonusi in bonitete, kot so na primer daljši dopust, parkirno mesto in službeni telefon. Rezultati nam prikažejo tudi katere lastnosti so najbolj zaželene pri zaposlenih in podobno. Zaključimo z raziskavo hipotez in hkrati ugotovimo, da so največja dragocenost za podjetje ljudje, ki za podjetje delajo in s tem prispevajo k doseganju in uresničevanju zastavljenih ciljev. Potrebno pa je tudi poudariti, da je hkrati pomembno ohranjati motiviranost, nagrajevati zaposlene, jih primerno vrednotiti in nenazadnje ohranjati pozitivno klimo, v kateri zaposleni delajo. Stroje je mogoče kupiti, klime, vzdušja, počutja ter načina dela pa ne. Le-tega moramo ustvarjati, razvijati in neprestano vzdrževati. V podjetju je človek nenadomestljiv in je najpomembnejše sredstvo, s katerim lahko managerji stremijo k doseganju vizije in zastavljenih ciljev.
Keywords: Kadrovanje, kadrovska funkcija, komunikacija, management, management človeških virov, manager, motivacija, nagrajevanje, organizacija, organizacijska klima, planiranje, teorije osebnosti človeka, vodenje, zadovoljstvo pri delu, zaposleni, zaposlovanje
Published: 15.11.2010; Views: 1571; Downloads: 212
.pdf Full text (3,18 MB)

2.
HUMAN RESOURCES MANAGEMENT IN SPORTS ORGANIZATIONS
Mihaela Breznik, 2014, master's thesis

Abstract: Human resources in sport organizations is a challenging task in the context of changing technologies, workforce composition and work patterns, community expectations, employee expectations, employment legislation, and the increasing impact of global competition. This master’s thesis took a brief look at different approaches to human resource management that can help sport organizations respond to these challenges. We attempted to locate these approaches within various theoretical and regulatory contexts. We explored the activities of front line managers and supervisors in hiring, motivating, rewarding, and retaining both employees and volunteers. Human resources management is about the overall process of managing people in organizations, so that they are motivated and able to perform to their potential and thus maximize the overall effectiveness of the organization in meeting its goals. It provides an integrated framework for making decisions about the people in an organization, who to appoint, how to reward good performance, what motivates people to perform to their full capacity, how to determine training and development needs, and when to let people go. We tried to explore the basics of human resources management in sports organizations and how the human resources approach conceptualizes the fundamentals of hiring, performance appraisal, compensation systems, and other human resources functions in sports organizations. We discussed the contemporary sport organization and how a human resources perspective can help it to attain its goals. In parallel with this, it considers today’s people management challenges and opportunities and the effective management of individuals who come to work and volunteer in sport organizations, by addressing such aspects as their competencies, personality, needs, values, and beliefs. The nature and attributes of workgroups in which individuals find themselves are also considered as this is a fundamental part of the context of human resources in sport organizations. However, some sports organizations have had paid employees, often coaches, for years. Increasingly, sport is employing a variety of resource people to support and extend the work of club volunteers – these include operating staff, managers and coaches. They are becoming more and more important to the smooth operation of the club, league or association. At the same time, human resource management has become more complex and can make a significant impact on employee productivity and the bottom line. More organizations need to pay attention to human resources by ensuring their business planning process includes human resource issues. Whether you’re implementing new technology, reducing costs, expanding, or experiencing a major change within your organization – all of these impact your human resources and should be addressed in your strategic plan.
Keywords: human resources management, sport, sport management, sports organizations, non-profit organizations, volunteers
Published: 27.01.2015; Views: 985; Downloads: 125
.pdf Full text (1,32 MB)

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