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1.
IZGORELOST KADROV PRI OPRAVLJANJU ADMINISTRATIVNIH DEL V PODJETJU PRIGO D.O.O.
Maja Ristić, 2009, diplomsko delo

Opis: POVZETEK Diplomska naloga bo govorila o izgorelosti kadrov na delovnem mestu. Z mojo diplomsko naloga bi rada približala bralcem, kako pomembno je prepoznavanje začetnih simptomov stresa. Glede na to, da je to bolj ko ne moderen problem, ki se ga raziskuje šele kratek čas, bi bilo dobro vedeti vsaj nekaj osnov, kako do izgorelosti pride in kake so lahko posledice. Namreč posledice so lahko za podjetje zelo pogubne. Zato želim bralcu, ki bi rad zadevo razumel predvsem iz menedžmentskega vidika, prikazati kako izgorelosti pri kadru prepoznati, kako se učinkovito spopasti z njo in kako jo preprečiti. Ker pa sta pomembna dejavnika pri izgorelosti utrujenost in spanje, sem na kratko opisala tudi ta dva pojma. Z anketo, sem predvsem želela dobiti nek splošni vzorec in pa ugotoviti kako je stanje v podjetju Prigo d.o.o. Poleg tega, vodjo kadrovske službe v tem podjetju zelo zanimajo rezultati moje raziskave, saj jih bo poskušala uporabit in si z njimi pomagati pri motivacijskimi ukrepi v prihodnosti. Seveda pa menim, da je moje diplomsko delo primerno in koristno za vsakega bralca. Namreč mnogi se ne zavedajo, kateri so simptomi in kako se z izgorelostjo spopasti, tako da menim, da bo branje mojega diplomskega dela za mnoge prelomno.
Ključne besede: ABSTRACT The thesis concerns the issue of employees being burnt out at their working place. I would like to stimulate the reader to think about the impotency of recognizing the beginning symptoms of stress. Regarding the fact that this is more of a modern problem, which has been taken under a great deal of consideration and has been researched in the last decade, so it would be considerably well for one to know the basics and the symptoms of being burnt out as also the consequences that are followed. I
Objavljeno: 04.06.2009; Ogledov: 2965; Prenosov: 188
.pdf Celotno besedilo (743,87 KB)

2.
Comparison of human resource management in Slovenian family and non-family businesses
Iztok Kopriva, Mojca Bernik, 2009, izvirni znanstveni članek

Opis: 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.
Ključne besede: human resource management, employees, family business, nonfamily business
Objavljeno: 10.07.2015; Ogledov: 719; Prenosov: 173
.pdf Celotno besedilo (1,08 MB)
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3.
Seven or fewer core contents of social responsibility?
Mira Zore, Majda Bastič, Matjaž Mulej, 2016, izvirni znanstveni članek

Opis: Corporate social responsibility (CSR) replaces causes of the current crisis by principles of accountability, transparency, ethics, and respect for organizational stakeholders, the law, international standards, and human rights (International Organization for Standardization, 2010). Interdependence and a holistic approach link them and CSR’s core contents. We examined if Slovene companies involve all seven CSR core contents of ISO 26000 (CSR to employees, customers, local community, environment, human rights, ethical behavior, and leadership). The analysis united three of them—CSR to employees, ethical behavior, and human rights—into CSR leadership to employees.
Ključne besede: CSR, customers, employees, leadership, Slovenia, ISO 26000
Objavljeno: 03.04.2017; Ogledov: 319; Prenosov: 127
.pdf Celotno besedilo (297,15 KB)
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4.
The relationship between spiritual intelligence and work satisfaction among leaders and employees
Maja Koražija, Simona Šarotar Žižek, Damijan Mumel, 2016, izvirni znanstveni članek

Opis: This study aims to investigate the relationship between spiritual intelligence and work satisfaction among both leaders and employees. Most studies in this area have focused on researching the relationship between employees’ spiritual intelligence and work satisfaction, so we also researched the relationship between leaders’ spiritual intelligence and work satisfaction. Our leading thesis was that leaders and employees with a higher level of spiritual intelligence have a higher level of work satisfaction. In our study, we found no significant relationship between spiritual intelligence and work satisfaction for leaders, but we found a significant positive relationship between spiritual intelligence and workplace satisfaction for employees.
Ključne besede: spiritual intelligence, work satisfaction, leaders, employees
Objavljeno: 03.04.2017; Ogledov: 266; Prenosov: 127
.pdf Celotno besedilo (292,74 KB)
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5.
Burnout of older and younger employees
Maja Rožman, Sonja Treven, Vesna Čančer, Marijan Cingula, 2017, izvirni znanstveni članek

Opis: 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.
Ključne besede: physical symptoms of burnout, emotional symptoms of burnout, behavioral symptoms of burnout, employees, human resource management
Objavljeno: 06.04.2017; Ogledov: 1054; Prenosov: 57
.pdf Celotno besedilo (403,94 KB)
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6.
Stereotypes of older employees compared to younger employees in Slovenian companies
Maja Rožman, Sonja Treven, Vesna Čančer, 2016, izvirni znanstveni članek

Opis: Human resource management has an important impact on age diversity in companies. Age diversity in the workplace is growing and older employees are staying longer in the workforce, therefore it is important that employers can create a positive environment for age diverse employees. This paper introduces the difference in stereotypes in the workplace between older and younger employees in Slovenian companies. The main goal of this paper is to present the importance of age diversity and their age difference in stereotypes in the workplace. The paper is based on a research including a survey between two age groups of employees. We classified younger employees in the group of under 50 years of age and older employees in the group of above 50 years of age. For data analysis we used the non-parametric Mann-Whitney U test to verify the differences in stereotypes in the workplace between two groups. Results show that there are significant differences in all of the variables describing stereotypes in the workplace between younger and older employees in Slovenian companies.
Ključne besede: employees, company, older employees, young people, stereotypes, Slovenia
Objavljeno: 04.07.2017; Ogledov: 333; Prenosov: 65
.pdf Celotno besedilo (468,56 KB)
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7.
Motivation and satisfaction of employees in the workplace
Maja Rožman, Sonja Treven, Vesna Čančer, 2017, izvirni znanstveni članek

Opis: 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.
Ključne besede: motivation, satisfaction, employees, human resource management
Objavljeno: 03.11.2017; Ogledov: 549; Prenosov: 203
.pdf Celotno besedilo (504,02 KB)
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8.
Intergenerational cooperation at the workplace from the management perspective
Živa Veingerl Čič, Simona Šarotar Žižek, 2017, pregledni znanstveni članek

Opis: The labor market is currently experiencing employees of four generations. Each generation has different behavior patterns, attitudes, expectations, habits, and motivational mechanisms. As generational gaps play an important role in the business process, organizations have to find ways to balance the needs and views of different age groups. To overcome the negative outcomes arising from generational differences and to use the strengths of each generation, the implementation of comprehensive and proactive model of intergenerational cooperation, presented in the paper, is becoming the necessity for each organization because of the benefits.
Ključne besede: employees, generation, intergenerational cooperation, intergenerational learning
Objavljeno: 13.11.2017; Ogledov: 508; Prenosov: 188
.pdf Celotno besedilo (413,71 KB)
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9.
Educational achievements as a determinant of an individual's formal power
Miha Marič, Mitja Jeraj, 2014, izvirni znanstveni članek

Opis: The scope of this study is to define how educational achievements of individuals in Slovenia define their “formal power” in the organizations where they work. The study is based on theoretical definitions of the concepts of formal power and education. A total of 509 people from Slovenia over 30 years of age participated in the study. We recognized a certain influence of educational achievement on the formal position in the organizational hierarchy. The main predictor of an individual’s formal power in an organization is the individual’s last achieved level of formal education. The average grade for the final achieved level of formal education and the initiative regarding the search for additional education has much less of an impact on power than the highest level of education obtained. One of the most important practical implications is that education is one of the basic predispositions to having formal power but not necessarily always and not in every case.
Ključne besede: education, formal power, work, employees, HRM
Objavljeno: 20.11.2017; Ogledov: 396; Prenosov: 147
.pdf Celotno besedilo (540,30 KB)
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10.
Influence of demographic factors on employee satisfaction and motivation
Snežana Urošević, Milijić Nenad, 2012, izvirni znanstveni članek

Opis: Nowadays, human resource management and development is becoming more significant due to the fact that a man has gained a new place and a new role in all social processes and in their management. The sheer employees' characteristics, i.e., demographic factors, besides the organisational factors, have a certain influence in this area. By adequate understanding of both demographic factors and their influence, it is possible to apply measures to make the employees satisfied and motivated. This paper points out such influences on the employees' satisfaction and motivation. Also, the interaction of certain demographic factors is presented, such as the professional qualification, years of working experience and age, onto employees perceiving satisfaction and motivation and onto respective consequences. In order to determine the employee satisfaction and motivation, the responses from the employees to questions divided into six groups (material conditions, security, acceptance and social component, respect and status, self-confirmation and loyalty), were used. The research was done on a set of 328 employees in the telecommunications sector in Serbia.
Ključne besede: satisfaction in business operation, motivation, demographic factors, employees
Objavljeno: 30.11.2017; Ogledov: 281; Prenosov: 158
.pdf Celotno besedilo (857,96 KB)
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