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1.
DEJAVNIKI, KI VPLIVAJO NA PLANIRANJE KADROV
Marko Pšeničnik, 2010, undergraduate thesis

Abstract: Planiranje kadrov je dejavnost, ki bi morala biti v podjetjih vedno prisotna, s katero bi se morala podjetja vedno ukvarjati, da zagotovijo nemoten potek dela. A žal temu ni tako in ponavadi se menedžerji ter lastniki posvečajo obravnavani temi šele, ko v njihovi pravni entiteti pride do kadrovskih težav. Slednje nato poskušajo »ad hoc« reševati, a praksa kaže, da je to veliko manj učinkovit sistem kot če vseskozi skrbimo za kadre in imamo dober HRM sistem v podjetju. Turistične agencije, ki sem jih v tem diplomskem delu vzel kot ciljno skupino analiziranja, niso nobena izjema. Na planiranje kadrov ter izdelavo letnih ter večletnih planov zaposlovanja vplivajo predvsem absentizem, fluktuacija ter sistem oziroma možnost napredovanja kadra. Na osnovi opravljene raziskave smo ugotovili, da se v turističnih agencijah soočajo z vsemi naštetimi pojavi, ki vplivajo na planiranje kadrov. Metode za odpravljanje absentizma ter fluktuacije so različne, v glavnem pa se v turističnih agencijah poslužujejo mehkih metod: izobraževanja, pogovori, prerazporeditve kadra ipd. Vsako podjetje ima svojo sistematizacijo delovnih mest ter s tem povezano možnost napredovanja. Pomembno je, da so zaposleni seznanjeni z možnostmi napredovanja, ki jih imajo v okviru podjetja. Z ustreznim moralnim, objektivnim in učinkovitim načinom vodenja ter motiviranja svojih zaposlenih lahko omilimo vzroke absentizma ter fluktuacije. Zadovoljni zaposleni namreč ne bodo bežali v bolezenske izostanke ter ne bodo zapuščali podjetja. V samih turističnih agencijah je največji problem dejstvo, da v veliki meri zaposlujejo predvsem študente ter sodelavce za določen čas oziroma s pogodbenimi avtorskimi in podjemnimi pogodbami. Če ima podjetje zaposlene za nedoločen čas, definitivno doseže večjo pripadnost podjetju, z morebitnimi dodanimi stimulacijami pa tudi večjo motiviranost za delo. Rezultat pa je ponavadi manjša odsotnost od dela (bolniške + drugi izostanki) ter večja produktivnost dela zaposlenega.
Keywords: planiranje kadrov, HRM (Human resource management)- upravljanje s kadri, absentizem, fluktuacija, napredovanje
Published: 13.01.2011; Views: 1596; Downloads: 144
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Comparison of human resource management in Slovenian family and non-family businesses
Iztok Kopriva, Mojca Bernik, 2009, original scientific article

Abstract: The room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.
Keywords: human resource management, employees, family business, nonfamily business
Published: 10.07.2015; Views: 621; Downloads: 104
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8.
Burnout of older and younger employees
Maja Rožman, Sonja Treven, Vesna Čančer, Marijan Cingula, 2017, original scientific article

Abstract: Background and Purpose: People spend a significant part of their lifespan working, but the role of age in job design and implementation of work have largely been ignored. The consequences can be evident in stress and burnout in different symptoms. Thus, age-diverse employees are faced with different symptoms of burnout and stress when carrying out their work. The main aim of this paper is to present burnout of older employees compared to younger employees in Slovenian companies. Design/Methodology/Approach: The paper is based on research including a survey between two age groups of employees, namely the younger employees that were classified in the group of under 50 years of age and the older employees that were classified in the group of above 50 years of age. Since the Kolmogorov-Smirnov and Shapiro- Wilk test showed that the data was not normally distributed, the noan-parametric Mann-Whitney U test was used to verify differences in the physical symptoms of burnout, emotional symptoms of burnout, and behavioral symptoms of burnout in the workplace between two groups. Results: The results show that there are significant differences in the great majority of the variables describing the physical symptoms of burnout, emotional symptoms of burnout, and behavioral symptoms of burnout in the workplace between younger and older employees. Conclusion: Well-being in the workplace of age-diverse employees is a key for long-term effectiveness of organizations. Managers and employers should apply appropriate measures to reduce burnout as well as to contribute to employees well-being and better workplace performance.
Keywords: physical symptoms of burnout, emotional symptoms of burnout, behavioral symptoms of burnout, employees, human resource management
Published: 06.04.2017; Views: 635; Downloads: 50
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9.
Motivation and satisfaction of employees in the workplace
Maja Rožman, Sonja Treven, Vesna Čančer, 2017, original scientific article

Abstract: Background: The aging of the European population is a demographic trend reflected in the ever-growing number of older employees. This paper introduces the importance of motivation and satisfaction in the workplace among age diverse employees in Slovenian companies. Objectives: The goal is to investigate the differences between the motivation and satisfaction of employees from different age groups in the workplace. Methods/Approach: The paper is based on research including a survey of two age groups of employees in Slovenia. We employed the Mann-Whitney U test to verify differences in the motivation and satisfaction in the workplace between the two groups. Results: Older employees are more motivated by flexibility in the workplace; autonomy at work; good interpersonal relationships in the workplace; the possibility of working at their own pace; respect among employees; equal treatment of employees regardless of their age. They are more satisfied with interpersonal relationships in the company; their work; working hours and the distribution of work obligations; and facilitation of the self-regulation of the speed of work performed. Conclusions: Motivation and satisfaction change as individuals age. Using this information, managers and employers can apply appropriate measures to contribute to employees´ well-being and better workplace performance, better working relationships with colleagues, higher productivity, and greater creativity.
Keywords: motivation, satisfaction, employees, human resource management
Published: 03.11.2017; Views: 430; Downloads: 126
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10.
On-the-job training and human resource management
Kosovka Ognjenović, 2015, original scientific article

Abstract: Background: In this paper, the effects of four groups of factors on organizational performance are examined. Those are human resource management (HRM) policies and practices, financial and business indicators, location, and firm characteristics. A review of selected literature confirmed that a similar set of factors, through its positive effects on boosting organizational performance, may significantly improve competitive advantage of firms. Methods: An empirical analysis using firm-level data is conducted on the sample of enterprises operating in Serbia. A microeconometric approach is employed in order to specify and estimate empirical models. Two statistical models are applied. The ordered probit model is used for investigating organizational performance and the standard binary probit model for examining the decision of a firm to integrate the human resource development (HRD) department into its organizational structure. The goodness of fit measures confirmed the statistical reliability of estimated models. Results: Estimation results revealed that optimization of the number of employees, sales and revenues, firm age, increased market demand and competitive environment, as well as the ‘right decisions’ of the top management have significantly positive effects on boosting organizational performance. Significance of on-the-job training for boosting organizational performance was not empirically supported. In the same group of factors are firm size, industry and region. An auxiliary model shown that large- and medium-sized firms, firms with high level of revenues, privately owned, foreign and those located in or near to the capital city are more likely to have HRD departments. Conclusions: This paper provides a survey of the theoretical literature and explains empirical findings that are relevant for understanding to what extent on-the-job training, managing human resource, as well as some other internal and external organizational and financial factors are important for enhancing competitive advantage of firms.
Keywords: training, human resource management, competitiveness, organization, employees
Published: 04.12.2017; Views: 373; Downloads: 56
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