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Title:Model ravnanja s starejšimi zaposlenimi v podjetju x
Authors:Repotočnik, Tea (Author)
Šarotar Žižek, Simona (Mentor) More about this mentor... New window
Files:.pdf MAG_Repotocnik_Tea_2020.pdf (1,86 MB)
MD5: 56E44E46BFF65F580844E30676DF68CE
 
Language:Slovenian
Work type:Master's thesis/paper (mb22)
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:V magistrskem delu smo obravnavali ravnanje s starejšimi zaposlenimi v podjetju X. Čas v katerem živimo, je čas velikih družbenih sprememb, ki so posledica več dejavnikov. Proces staranja prebivalstva občutno vpliva na odnose med generacijami. Zato je smiselno, da so podjetja pripravljena na staranje delovne sile danes, kot tudi na staranje delovne sile v prihodnje. V okviru tega je potrebno med drugim spodbujati komunikacijo in medsebojno sodelovanje med generacijami. Zavedati se moramo, da je management človeških virov pomemben del vsakega podjetja. In ključnega pomena je, da je ta segment v podjetju dobro urejen. Že dolgo velja, da so srce vsakega podjetja zaposleni, zato je pomembno, kako z njimi ravnamo, da jim zagotavljamo vse ustrezne pogoje, ki vplivajo na njihovo motiviranost za delo in pripadnost podjetju. To pa lahko zagotovimo le z dobro organiziranim managementom človeških virov. Ljudje se staramo, zato je za ravnanje s starejšimi zaposlenimi v podjetju zelo pomembno delovanje strateškega management človeških virov in managementa človeških virov. Če je sta oba uspešna in učinkovita, lahko podjetje bolje ravna z ljudmi, ki se starajo. Pri staranju se potrebe in zahteve zaposlenih spreminjajo, zato mora biti tudi management človeških virov zelo prilagodljiv. Bolj kot prilagajamo delovno okolje starejšim zaposlenim, boljše je počutje starejših na delovnem mestu, manj je odsotnosti z dela, delo pa je bolje opravljeno. Delodajalci lahko na starejše zaposlene vplivajo z uvedbo različnih olajšav in prilagoditev. V splošnem poznamo model za ravnanje s starejšimi zaposlenimi, ki vsebuje pet ključnih vsebinskih področij, kjer vsako področje predstavlja ukrepe, ki pripomorejo k razvoju ravnanja s starejšimi zaposlenimi. Splošni model ravnanja s starejšimi zaposlenimi v podjetjih je sestavljen iz prilagoditev delovnega okolja starejšim, kjer so zajeti ukrepi, kot so ergonomija delovnega mesta, delovni čas, prilagoditev delovnih pogojev in prerazporejanje. Druga skupina se nanaša na promocijo in varovanje zdravja, zajema pa ukrepe za promocijo zdravja, zdravo prehrano, vpliv stresa na zdravje, zdravstvene preglede in druga svetovanja ter aktivno staranje. V tretji skupini model zajema zaposlovanje starejših, ukrepi pa se nanašajo na pred-upokojitvene programe, fleksibilne oblike zaposlovanja, medgeneracijsko sodelovanje, pravno varstvo starejših ter diskriminacijo. Četrta skupina je zavzetost in vključenost ter zajema ukrepe, ki so povezani s prenosom znanja, kariernim razvojem, mentorstvom in delovno sposobnostjo. Zadnja, peta skupina v modelu so dodatne ugodnosti za motivacijo starejših zaposlenih. Ta skupina vključuje ukrepe, ki se nanašajo na izobraževanja in usposabljanja ter na dejavnosti pri partnerjih podjetja.
Keywords:management človeških virov, staranje prebivalstva, starejši zaposleni, ravnanje s starejšimi zaposlenimi
Year of publishing:2020
Publisher:[T. repotočnik]
Source:Maribor
UDC:005.9
COBISS_ID:35578371 New window
NUK URN:URN:SI:UM:DK:VBSICECB
Views:107
Downloads:44
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:23.01.2020

Secondary language

Language:English
Title:Model of handling older employees in company x
Abstract:In the dissertation we looked at management of older employees in company X. The time that we live in is one of great social change, which is brought upon by many factors. One of these factors is an aging population. The aging of the population considerably effects intergenerational relationships. It is therefore sensible that companies prepare for aging of their workforce. In this context intergenerational communication and cooperation should be encouraged. We must acknowledge that management of human resources plays an important role in every company and it is crucial that this segment is well regulated within the company. It has long been the case that the heart of every company are employees, so it is important how we treat them and that we provide them with all the appropriate working conditions, which influence their motivation to work and loyalty to the company. However, this can only be ensured through well-organised human resources management. People age, therefore managing older employees heavily relies on the good work of human resources in the company. If their work is efficient, they can successfully address the needs of aging employees. The needs of older employees differ from the needs of younger staff, so human resource department is required to be flexible in their work. People are getting older, so it is very important that strategic management and personnel management work well within the company. If both are successful and effective, the company can better manage the treatment of older people. As employees grow older, their needs and requirements change, so personnel management must also be very flexible. The more we adapt the work environment to older employees, the more we raise their welfare, lessen their absence, and enable them to produce higher quality work. Employers can affect older staff with the implementation of various palliating programs and adjustments. The model for working with older employees contains five key areas, where each area represents measures that help develop the treatment of older worker. The general model of ageing in enterprises is to adapt the working environment to older people, including measures such as ergonomics at the workplace, working hours, adaptation of working conditions and redeployment. The second group concerns health promotion and health protection and includes measures to promote health, healthy eating, successful stress handling, regular doctor check-ups, and active ageing. Third groups model covers the employment of older people. The measures cover early retirement schemes, flexible forms of employment, intergenerational cooperation, legal protection for older people and discrimination. The fourth group is commitment and inclusion and includes measures related to the transfer of knowledge, career development, mentoring and employability. The last group in the model covers additional advantages to motivate older workers. This group includes education and training activities and activities with the company’s partners.
Keywords:human resource management, population aging, older employees, treatment of older employees


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