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Title:Uvajanje kadrov na Finančnem uradu Ljubljana
Authors:ID Gorup, Tadeja (Author)
ID Novak, Vesna (Mentor) More about this mentor... New window
Files:.pdf VS_Gorup_Tadeja_2020.pdf (1,15 MB)
MD5: DEECA56F5DF60561937F180E24A23FCF
 
Language:Slovenian
Work type:Bachelor thesis/paper (mb11)
Typology:2.11 - Undergraduate Thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:V diplomski nalogi bomo predstavili proces uvajanja kadrov na Finančnem uradu Ljubljana. Ko delavec podpiše pogodbo o zaposlitvi, je v interesu delodajalca, da se nov sodelavec čim hitreje vpelje v delo ter da prevzame strokovne naloge. V postopek uvajanja so vključeni kadrovski strokovnjaki, vodja oddelka ter neposredni vodja, mentor ter sodelavci. Kot pravi Novak (2008: 136) pri uvajanju kadrov nimamo v mislih samo uvajanje oseb, ki so se na novo zaposlile v posamezni organizaciji, temveč uvajanje zajema tudi tiste zaposlene, ki so prišli na novo delovno mesto zaradi organizacijskih potreb. Ker je cilj uvajanja dejstvo, da se novo zaposleni delavec čim prej seznani z delom oz. vsemi nalogami, ki ga od njega zahteva delovno mesto, z organizacijo ter s socialnim delovnim okoljem, moramo na uvajanje gledati tako s strokovnega kot socialnega vidika. V teoretičnem delu diplomske naloge smo najprej opisali pojem kadrovanje, opisali pogoje za uspešno kadrovanje ter predstavili definicijo procesa kadrovanja. Na kratko smo opisali posamezne faze v procesu kadrovanja. Bolj natančno smo se posvetili fazi uvajanja kadrov in sicer smo opisali postopek uvajanja kadrov, načine uvajanja kadrov ter kakšne so posledice površnega uvajanja kadrov. V posebnem poglavju smo predstavili Finančno upravo Republike Slovenije. V raziskovalnem delu smo izvedli anketo med novo zaposlenimi na Finančnem uradu Ljubljana. Raziskava je bila izvedena med populacijo uslužbencev, ki so se zaposlili v obdobju od 01. 01. 2016 do 31. 12. 2018 na uradniških delovnih mestih. Ugotovili smo, da so udeleženci v procesu uvajanja pridobili dovolj znanja in sposobnosti za svoje delo kljub temu, da so ocenili, da je bil njihov program uvajanja v povprečju srednje ustrezen. Za uvajanje je v večini primerov skrbel sodelavec, ki ni bil mentor. Prav tako smo prišli do zaključka, da so se zaposleni v procesu uvajanja dobro in dovolj učinkovito vključili v delovno okolje. Z namenom izboljšanja uvajanja kadrov smo podali tri predloge: uvedbo formaliziranega programa uvajanja, pogostejšo uporaba poskusnega dela ter določitev sodelavca za mentorja.
Keywords:veda o kadrih, uvajanje kadrov, mentorstvo, novo zaposleni
Year of publishing:2020
Source:Maribor
COBISS.SI-ID:35233795  New window
NUK URN:URN:SI:UM:DK:UBE6TNDR
Publication date in DKUM:02.11.2020
Views:376
Downloads:64
Metadata:XML RDF-CHPDL DC-XML DC-RDF
Categories:FOV
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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:20.08.2020

Secondary language

Language:English
Title:Induction of employees at the Ljubljana financial office
Abstract:The bachelor’s thesis introduces the staff training process at the Ljubljana Financial Office. When an employee signs an employment contract, it is in the employer’s interest in the new employee to become independent and take on professional responsibilities as soon as possible. Human resources experts, head of the department, and the direct manager, mentor, and colleagues are involved in the training process. When we speak of staff training (Novak, 2008: 136), we do not only mean training of the newly employed people in an individual organization but also employees who were transferred to a new post due to organizational needs. Since the training goal is for the newly employed worker to get acquainted with work and all the tasks required of him, the organization, and the social work environment as soon as possible, we must consider training from both professional as well as social perspective. First, the theoretical part of the bachelor’s thesis describes the concept of staffing, the conditions for successful staffing, and presents the definition of the staffing process. Individual stages in the staffing process are briefly described. We focused more specifically on the stage of staff training and we described the staff training process, methods of staff training, and the effects of cursory staff training. We presented the Financial Administration of the Republic of Slovenia in a separate chapter. In the research part, we surveyed newly employed at the Ljubljana Financial Office. The research was conducted among employees who were employed in the period from January 1, 2016, to December 31, 2018, as clerical workers. We determined that the participants acquired sufficient knowledge and skills to perform their work during the training process although they assessed that their training program was, on average, fairly adequate. In the majority of cases, a colleague who was not a mentor was training them. We also concluded that during the training process, the employees integrated into the work environment well and efficiently enough. To improve staff training, we made three suggestions: introduction of a formalized training program, more frequent use of probationary work, and appointment of a colleague as a mentor. 
Keywords:science of staffing, staff training, mentorship, newly employed


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