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Title:Finančni vidiki kadrovskega managementa v družinskem podjetju, s primerom
Authors:Žunko, Katarina (Author)
Uršič, Duško (Mentor) More about this mentor... New window
Files:.pdf UN_Zunko_Katarina_2019.pdf (315,19 KB)
MD5: 388E27A56F1CE34B135022A475BED2A8
 
Language:Slovenian
Work type:Diploma project paper (mb13)
Typology:2.11 - Undergraduate Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:V sodobnem poslovnem svetu smo vedno bolj priča globalizaciji, avtomatizaciji, ogromni konkurenci, tehnološkemu napredku, informatizaciji, političnim, okoljskim in poslovnim spremembam. Zaradi vseh teh dejavnikov se morajo novodobna podjetja zelo boriti za obstoj na trgu, tem spremembam slediti in jih ustrezno implementirati. V zadnjih dvajsetih letih tega stoletja se je vzporedno z omenjenimi dejavniki krepil poudarek na človeškem kapitalu, ki ima v milenijskem obdobju še posebej velik vpliv in pomen. Tako se je postopoma začela razvijati funkcija upravljanja s človeškimi viri v podjetju, ki jo imenujemo kadrovska funkcija oziroma kadrovski management. Človeški viri kot del intelektualnega kapitala pridobivajo izjemen delež v kapitalu družbe in so ključna postavka dodane vrednosti. Strategija razvoja kadrovskega managementa je glavna funkcija strategije razvoja podjetja in se tesno prepleta s strateškim managementom. Medtem ko se še v večini velikih podjetij (korporacijah) ne zavedajo dovolj pomena razvoja kadrov, ker dajejo prednost načrtovanju, organiziranju, upravljanju znanj, tveganj, ciljev, financ in nadzoru, pa v manjših (družinskih) podjetjih že od samega začetka s svojo organizacijsko strukturo določijo vlogo posameznika v podjetju. Takšna družba skozi svoje življenjsko obdobje skupaj z zaposlenimi v povezavi z naštetimi (temeljnimi) funkcijami managementa stremi k enaki poti do uspeha. Ta sinergija je ključna pri rasti in uspešnem finančnem poslovanju podjetja. Za rast in uspeh je torej zaslužen učinkovit in povezan kader, ki v (manjših) družinskih podjetjih predstavlja jedro zadovoljnih, izobraženih, motiviranih zaposlenih, ki s svojimi kompetencami in razvojem prispevajo k dobrobiti podjetja, in sicer tako s finančnih kot tudi nefinančnih vidikov. V praksi je merjenje finančnih učinkov kadrovske funkcije v podjetjih še nedodelano oziroma gre za dokaj zahteven proces, ki se posledično premalo uporablja.
Keywords:človeški viri, kadrovski management, kadrovska funkcija, družinsko podjetje, kompetence, zaposleni, izobraževanje, motiviranje, vodenje, voditeljstvo, plačni sistem, promocija zdravja, finančni vidiki, finančni učinki.
Year of publishing:2019
Publisher:[K. Žunko]
Source:Maribor
UDC:658.3
COBISS_ID:13519900 New window
NUK URN:URN:SI:UM:DK:KQQKOGD0
Views:380
Downloads:42
Metadata:XML RDF-CHPDL DC-XML DC-RDF
Categories:EPF
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Licences

License:CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International
Link:http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:25.09.2019

Secondary language

Language:English
Title:Financial Aspects of Human Resource Management in a Family Enterprise, Based on an Example
Abstract:In the modern business environment, we are increasingly witnessing the globalization, automation, huge competition, technological advancement and informatization with political, environmental and business changes. Due to all these factors, modern companies have to fight for their existence on the market, follow these changes and implement them appropriately. In the last twenty years of this century the emphasis on human capital, with the above-mentioned factors has strengthen. Aforementioned has a particular meaning in the Millennium period. This has led to development of human resource management function in a company/enterprise, which we call the Human Resource management (HR). Human resources as part of the intellectual capital gain a remarkable share in the capital of a company and represent many benefits. Development strategy of HR management is the main function of a company's development strategy and it has a tight relation with the strategic management. Meanwhile in the majority of large companies (corporations), leaders are not sufficiently aware of the importance of human resource development, because they give priority to planning, organizing; managing knowledge/risks/objectives/finances and control, while in smaller (family) enterprises, the role of each individual is defined from the very beginning, together with its organizational structure. This represents advantage for family businesses. A company structured by the above-mentioned criteria, together with its employees in connection with the listed (fundamental) functions of management is throughout its lifetime meant to succeed. This synergy is crucial for growth and success of the financial business aspect. Quality earned, educated, effective and coherent personnel takes most of the credit for company’s growth and success. Therefore, the core of a family enterprise represents happy, educated, motivated employees who contribute to the welfare of a company with their competences and development, from both the financial and non-financial aspects. In practice, measuring the financial effects of HR in a business is still incomplete and difficult; therefore, it has seldom usage in practice.
Keywords:Keywords: HR, HR management, family enterprise, competences, employees, education, motivating, managing, leadership, salary system, health promotion, financial aspects, financial effects.


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