delo diplomskega projekta
Zala Janič (Author), Simona Šarotar Žižek (Mentor)

Abstract

Zaposleni so največji kapital vsake organizacije, torej so ključni za njen obstoj. Pomembno je, da zaposlene motiviramo in jim ponudimo način dela, ki bo odražal njihovo zagnanost do dela. S tem pa se pogosto tudi pojavi vprašanje nagrajevanja zaposlenih. Danes ločimo dva tipa nagrajevanja, in sicer; materialno in nematerialno nagrajevanje. Tako materialno, kot pa tudi nematerialno nagrajevanje pa sta samo dodatna spodbuda za zaposlenega v organizaciji. S tem pa se spreminja tudi vloga managementa človeških virov v današnjih organizacijah, lahko vidimo, preplet med individualno uspešnostjo, motiviranostjo in nagrajevanjem. Vse to pa so danes funkcije managementa človeških virov. V poenostavljeni obliki, lahko rečemo, da s tem ko se spreminja čas se spreminjajo tudi vloge in pogled na zaposlene podjetja, ki so ključnega pomena. Problem današnjega časa, pa je najti pravo razmerje med materialnimi in nematerialnimi nagradami. Tukaj si pa lahko zastavimo tudi vprašanje, kdaj je nagrajevanje smiselno? in kakšna je višina oziroma dobrina nagrade ki še vedno motivira zaposlenega? V empiričnem delu pa smo s pomočjo ankete prišli do vzorca. Zanimalo nas je mnenje zaposlenih na tematiko individualne uspešnosti, nagrajevanja, tako materialnega kot tudi nematerialnega. Ter kako zaposleni vidijo oziroma razumejo nagrajevanje v sami organizaciji. Ob opravljeni anketi pa smo prišli tudi do spoznanja in sicer, da nematerialno nagrajevanje ni prisotno v podjetju oziroma je le-to minimalno, kar pa posledično zmanjša produktivnost in učinkovitost posameznika na delovnem mestu, vse to pa vpliva na rezultate in posledično na celotno podjetje. Zato je nujno, da zaposlenega motiviramo tudi z nagradami, saj mnogi s tem postanejo bolj učinkovitejši na delovnem mestu.

Keywords

management človeških virov;človeški viri;zaposleni;uspešnost;nagrajevanje;motiviranje;

Data

Language: Slovenian
Year of publishing:
Typology: 2.11 - Undergraduate Thesis
Organization: UM EPF - Faculty of Economics and Business
Publisher: [Z. Janič]
UDC: 005.66
COBISS: 13343004 Link will open in a new window
Views: 606
Downloads: 53
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Other data

Secondary language: English
Secondary title: Influence of non-financial rewards for employees
Secondary abstract: Employees are the largest source of each organization, so they are crucial for its existence. It is important that we motivate our employees and offer them a way of working that will reflect their motivation to work. This often leads to the question of rewarding employees. Today, we distinguish two types of rewards: financial and non-financial rewards. Both financial as well as non-financial rewards are just an additional incentive for an employee in the organization. By doing so, the role of human resources management in today's organizations is changing, we can see the interplay between individual performance, motivation and reward. All of this is now the functions of human resources management. In a simplified form, it can be said that by changing the time, the roles and views of the employees of the company are crucial, as well. The problem of today's time is to find the right relationship between financial and non-financial rewards. So we can ask ourselves the question of when is the reward meaningful? and what is the amount or quality of the award that still motivates the employee? In the empirical part, we obtained a sample by means of a survey. We were interested in the opinion of employees on the topic of individual performance, rewards, both financial as well as non-financial. And how do employees see or understand rewards in the organization itself? At the time of the survey, we also came to the realization that non-material rewarding is not present in the company or is minimal, which in turn reduces the productivity and efficiency of the individual at the workplace, all of which affects the results and consequently the entire company. Therefore, it is essential that we motivate the employee with rewards as many people become more efficient in the workplace.
Secondary keywords: human resource management;human resources;individual performance;rewarding;financial rewards and non-financial rewards;
URN: URN:SI:UM:
Type (COBISS): Diploma project paper
Thesis comment: Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages: II, 37 str., 6 str. pril.
ID: 10954753