Management človeških virov v dobi dela na daljavo

Majhenič, Filip

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Title:	Management človeških virov v dobi dela na daljavo
Authors:	ID Majhenič, Filip (Author) ID Šarotar Žižek, Simona (Mentor) More about this mentor...
Files:	VS_Majhenic_Filip_2024.pdf (2,64 MB) MD5: 039EDB3441AAA85F3749C280ADC01A4F
Language:	Slovenian
Work type:	Bachelor thesis/paper
Typology:	2.11 - Undergraduate Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Management človeških virov je v organizaciji odgovoren za zaposlovanje ljudi, ravnanje z njihovo učinkovitostjo, ugodnostmi in plačami ter za oblikovanje in prenovo kategorizacije zaposlenih. Kot odgovor na vedno bolj zahtevne zaposlene in hitro spreminjajoče se okolje organizacij je management človeških virov bil primoran dodati zraven tradicionalnih funkcij še nekaj sodobnih funkcij kot so upoštevanje enakosti in raznolikosti, nudenje družinskih programov zaposlenim in medkulturno usposabljanje. Tudi vedno večja ozaveščenost organizacij za okolje je v zadnjih letih močno vplivala na razvoj več različnih vrst managementa človeških virov. To so zeleni management človeških virov, trajnostni management človeških virov in elektronski management človeških virov ali e-HRM. Z razvojem informacijskih in komunikacijskih tehnologij je nastala nova oblika dela, ki se imenuje delo na daljavo. Večina organizacij se je prvič srečala s delom na daljavo v zadnjih nekaj letih, vendar so podobni načini dela obstajali že v preteklosti. Način dela na daljavo je spodbudil spremembe v posameznikovem delovnem življenju na katerega so vplivali številni dejavniki, kot so demografske spremembe delovne sile, razvoj IKT v povezavi z zmanjšanjem povezanih stroškov in večjo razpoložljivostjo, želje zaposlenih po zunanjem izvajanju dejavnosti, spremembe v vrstah zaposlitve, zniževanje števila delovnih mest, ki so na voljo, čas, potreben za vožnjo na delo in posledično onesnaževanje okolja, vprašanja usklajevanja poklicnega in družinskega življenja, gospodarski pritiski v poslovnem okolju, nepredvidljive spremembe, ki so posledice svetovne konkurence. Organizacije morajo zato skrbno načrtovati in prilagajati svoje pristope, da izkoristijo prednosti dela na daljavo, hkrati pa minimizirajo njegove slabosti. Pravilno ravnovesje in podpora zaposlenim sta ključna za uspešno implementacijo dela na daljavo in doseganje dolgoročne uspešnosti. . Eno izmed teh podjetij je tudi podjetje X, v katerem smo raziskali njihovo urejenost človeških virov in management le teh. Raziskali smo tudi, kakšen vpliv je imela doba dela na daljavo in vgradnja načina dela na daljavo v poslovanje na management človeških virov kot ga v podjetju X poznajo danes. Raziskavo smo si razdelili na dva dela. Prvi del je bil sestavljen iz vprašanj o splošnih podatkih podjetja X, do katerih nismo mogli javno dostopati. Drugi del intervjuja, ki so ga sestavljala strokovna vprašanja, smo razdelili na več področij.
Keywords:	management človeških virov, delo na daljavo, prednosti, slabosti
Place of publishing:	Maribor
Publisher:	F. Majhenič
Year of publishing:	2024
PID:	20.500.12556/DKUM-89594
UDC:	005.96
COBISS.SI-ID:	208656131
Publication date in DKUM:	24.09.2024
Views:	0
Downloads:	53
Metadata:
Categories:	EPF
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Licences

License:	CC BY 4.0, Creative Commons Attribution 4.0 International

Link:	http://creativecommons.org/licenses/by/4.0/
Description:	This is the standard Creative Commons license that gives others maximum freedom to do what they want with the work as long as they credit the author.
Licensing start date:	25.07.2024

Secondary language

Language:	English
Title:	Human resources management in the era of remote work
Abstract:	Human resource management in the organization is responsible for hiring people, dealing with their efficiency, benefits and payments, and for creating and renovating the categorization of employees. In response to increasingly demanding employees and the rapidly changing environment of organizations, human resources management was forced to add some modern functions to traditional functions, such as consideration of equality and diversity, offering family programs to employees and cross-cultural training. The ever-increasing awareness of organizations for the environment has also had a strong impact on the development of several different types of human resource management in recent years. These are green human resource management, sustainable human resource management and electronic human resource management or e-HRM. With the development of information and communication technologies, a new form of work has emerged, which is called remote work. Most organizations have encountered remote working for the first time in the past few years, but similar ways of working have existed for years. telecommuting has stimulated changes in an individual's working life, influenced by many factors, such as demographic changes in the workforce, the development of ICT in connection with the reduction of reduced costs and increased availability, the desire of employees to outsource activities, changes in the types of employment, reduction the number of jobs available, the time required to travel to work and the resulting environmental pollution, issues of balancing professional and family life, economic pressures in the business environment, unpredictable changes that are the result of global competition. Organizations therefore need to carefully plan and adapt their approaches to take advantage of the advantages of remote work while minimizing its disadvantages. The right balance and support for employees is key to successfully implementing work-to-continue and achieving long-term success. . One of these companies is company X, in which we investigated their arrangement of human resources and their management. We also researched what impact the working age had on continuity and the incorporation of the way of working on continuity in business in the management of human resources, as we know it today in company X. We divided the research into two parts. The first part consisted of questions about company X's general information, which we could not access publicly. The second part of the interview, which consisted of professional questions, was divided into several areas.
Keywords:	human resource management, teleworking, advantages, disadvantages

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