Pomen vrednot pri generacijah v organizaciji

magistrsko delo

Anja Odeb (Author), Simona Šarotar Žižek (Mentor)

Abstract

Osrednja tema magistrskega dela so vrednote med generacijami, saj so ravno vrednote vodila življenja, ki prispevajo k bogastvu medčloveških razlik in človekovim podobnostim ter se povezujejo z vsemi področji človekovega življenja (Musek 2015). Skozi magistrsko delo smo potrdili prvotno zastavljene hipoteze ter nanizali naslednja spoznanja. V današnji družbi smo priča generacijsko zelo raznoliki delovni sili, saj zaradi staranja prebivalstva prihajajo na trg delovne sile vedno nove, mlajše generacije, medtem ko starejše ostajajo na delovnem mestu vedno dlje. Trenutno so na trgu delovne sile prisotne štiri generacije, to so: generacija veteranov – katera je sicer že večinoma v pokoju – »baby boom« generacija, generacija X ter generacija Y. Na trg delovne sile pa bo začela prihajati tudi generacija Z. Ta bo managerjem predstavljala nov izziv. Tega dejstva se je potrebno zavedati, saj s prihodom novih generacij prihajajo tudi nove vrednote, drugačna stališča in posledično različno vedenje, ki se odraža na delovnem mestu. Za uspešno upravljanje večgeneracijske delovne sile moramo v prvi fazi poznati svoje zaposlene oz. vrednote posamezne generacije. Navsezadnje je poznavanje vrednot zaposlenih pomembno pri oblikovanju skupnih organizacijskih vrednot. Pri generacijsko tako raznoliki delovni sili morajo organizacije pri upravljanju z njo najti ustrezne načine in rešitve. Eden od načinov je gotovo uvedba medgeneracijskega sodelovanja v organizaciji. Za managerje pomeni to kompleksen koncept izvajanja medgeneracijskih aktivnosti na vseh managerskih področjih dela. V magistrskemu delu smo v ta namen oblikovali managerski model za integriranost generacij z organizacijo. Za celoten kompleks izvajanja tega modela je ključnega pomena podpora managementa, ki zagotavlja vključevanje medgeneracijskega sodelovanja v politiko, strategijo ter kulturo organizacije. Management človeških virov mora prilagoditi svoje dejavnosti na generacijsko raznoliko delovno silo. Kar pomeni večji poudarek na medgeneracijskem managementu človeških virov, katere dejavnosti se morajo osredotočati na vse starostne skupine in izkoriščati prednosti vseh generacij. Tudi na področju razvoja človeških virov je potrebno vključiti razvojne metode in aktivnosti prilagojene generacijsko raznoliki delovni sili. V model pa je pomembna vpeljava vrednot generacij. Cilj managementa človeških virov je ugotavljanje vrednot zaposlenih oz. vrednot generacij, management pa je dolžan upoštevati te vrednote pri oblikovanju skupnih organizacijskih vrednot. Vrednote generacij bi morale biti raziskane in upoštevane za vsako generacijo, saj le tako vemo, kako pravilno motivirati zaposlene. Upoštevanje pravilnih motivacijskih dejavnikov generacij pa vodi do zmanjšanja medgeneracijskih konfliktov, večjega zadovoljstva zaposlenega, večje lojalnosti in pripadnosti organizaciji.

Keywords

generacije;vrednote;medgeneracijsko sodelovanje;delovna sila;delovno mesto;

Data

Language:	Slovenian
Year of publishing:	2018
Typology:	2.09 - Master's Thesis
Organization:	UM EPF - Faculty of Economics and Business
Publisher:	[A. Odeb]
UDC:	331:316.4.051.6(043.2)
COBISS:	13009692
Views:	1093
Downloads:	251
Average score:	0 (0 votes)
Metadata:

Other data

Secondary language:	English
Secondary title:	Meaning of values on generations in the organization
Secondary abstract:	The main theme of Master's thesis are the values between generations, since the values themselves are life guides that contribute to the richness of interpersonal differences and human similarities and are related to all aspects of human life (Musek 2015). Through the master's thesis we confirmed the originally set hypotheses, and made the following lessons. In today's society, we are witnessing a very diverse generational workforce, because of the aging of the population, newer and younger generations are entering the labor market, while the elderly remain in the workplace even longer. Currently, there are four generations present on the labor market, which are: the generation of veterans - which are mostly retired, the »baby boom« generation, the generation X and the generation Y. The generation Z will also begin to enter the labor market. This will represent a new challenge to the managers. We need to be aware of this fact, since the arrival of new generations also brings new values, different attitudes and, consequently, different behaviors that are reflected in the workplace. In order to successfully manage a multi-generational workforce, we first need to know our employees, values of an individual generation. After all, knowing the values of employees is important in shaping the organizational values. In the generation of such a diverse workforce, organizations need to find appropriate methods and solutions to manage it. One of the ways is to introduce intergenerational cooperation into the organization. For managers, this is a complex concept of implementing intergenerational activities in all areas of management. For this purpose, we designed a management model for the integration of generations with the organization in the Master's thesis. For the entire complex of implementing this model, it is crucial to have management support, which ensures the integration of intergenerational cooperation into the policy, strategy and culture of the organization. Human resource management needs to adapt its activities to a generational, diverse workforce. Which means more emphasis on intergenerational management of human resources whose activities should focus on all age groups and take advantage of all generations. Also, in the field of human resource development it is necessary to include development methods and activities tailored to the generational, diverse workforce. It is important to introduce the values of generations in the model. The objective of human resource management is to determine the values of employees that is the values of generations, and the management is obliged to take into account these values in the formation of common organizational values. The values of the generations should be researched and considered for each generation, as this is how we know to properly motivate employees. Taking into account the correct motivation factors of generations leads to a reduction in intergenerational conflicts, greater employee satisfaction, greater loyalty and belonging to the organization.
Secondary keywords:	values;generations;generations of values;intergenerational cooperation;multi-generational workforce.;
URN:	URN:SI:UM:
Type (COBISS):	Master's thesis/paper
Thesis comment:	Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages:	86 str.
ID:	10891858