20.500.12556/DKUM-18832 VPLIV NAGRAJEVANJA NA MOTIVACIJO ZAPOSLENIH ZA DELO IMPACT OF REWARDING ON THE WORK MOTIVATION OF EMPLOYEES Ohraniti uspešne delavce in s tem njihove sposobnosti, znanja in veščine, postaja podjetjem vedno bolj pomemben dejavnik uspeha podjetja, zato delodajalci kadrovsko funkcijo usklajujejo s poslovno strategijo, kar posredno vpliva tudi na večjo motiviranost zaposlenih za delo. Ljudje se pri delu ne razlikujejo med seboj zgolj po sposobnostih, pač pa tudi po delovni vnemi, zavzetosti oziroma motivaciji za delo. Slednja je odvisna od moči in strukture motivov posameznika. Motivi so zavestne ali nezavedne potrebe, želje, hotenja, interesi, namere posameznika in so usmerjene k določenim ciljem. Da bi zaposleni dosegali učinkovitost, je potrebna njihova visoka motiviranost za delo, kar skušajo vodstva podjetij doseči z različnimi motivacijskimi modeli. Motiviran delavec je namreč pripravljen veliko prispevati v podjetju, ker si to želi in ne zato, ker je v to prisiljen. Namen diplomskega dela je predstaviti pomembnost nagrajevanja in motivacije zaposlenih ter vlogo teh dveh dejavnikov pri doseganju uspešnosti in s tem posledično tudi konkurenčne prednosti podjetja. Z anketo smo poskušali ugotoviti, kakšno je obstoječe stanje na področju motiviranja in nagrajevanja v podjetju, kakšna je stopnja zadovoljstva na motivacijskih področjih ter na podlagi pridobljenih rezultatov pripraviti predloge, kaj bi lahko na posameznih motivacijskih področjih izboljšali, da bi v podjetju povečali motiviranost in zadovoljstvo zaposlenih. Dobljene rezultate smo predstavili v tabelah, kjer smo preverjali postavljene hipoteze in iz katerih je razvidno, da so zaposleni zadovoljni z delovnim okoljem, z neposredno nadrejenimi in delovnimi pogoji. Ugotavljamo, da so zaposleni s svojimi sodelavci nekoliko manj zadovoljni, kar je posledica medsebojnega nestrinjanja in tekmovanja za skupne dosežke. Med starejšimi od 30 let in mlajšimi ni bilo ugotovljenih večjih razlik glede motiviranja, vendar pa se stanje razlikuje glede na delovni položaj in čas zaposlitve pri podjetju. Ugotovili smo, da so karierne možnosti ugodne tako za moške kot tudi za ženske. Zaposleni so ponosni, da delajo v podjetju XY in so pripravljeni tudi na nadurno delo in odrekanje v kriznih časih, če bi to bilo potrebno, vendar jih je potrebno dodatno motivirati in temu primerno tudi nagraditi. Maintaining effective workers and therefore their ability, knowledge and skills, is becoming an increasingly important factor in a success of a company. Therefore, employers combine HR with business strategy, which directly contributes to a greater motivation to work. People at work do not differ only according to their abilities, but also according to working zeal, enthusiasm and motivation to work. The latter depends on the strength and structure motifs of the individual. Motives are conscious or unconscious needs, wishes, desires, interests, and intentions of individuals which are directed towards certain goals. In order to achieve efficiency, employees are required to be highly motivated for their work, as companies seek to achieve leadership in various motivational models. Motivated workers are willing to contribute a lot in the company because they want to and not because they are forced to. The purpose of this study is to present the importance of rewarding and motivating employees, and the role of these two factors in achieving success and, consequently, the competitive advantage. We want to determine the current state of motivation and reward, the level of satisfaction in the areas of motivation and on the basis of the results of our interview, is to make some proposals, what could increase individual motivation of employees. Results are presented in tables, where we had verified our hypothesis and therefore showing that employees are satisfied with working environment, direct supervisors and working conditions. We found out that employees are with their colleagues somewhere less satisfied, due to mutual disagreements and mutual competition for achievements. Among those, aged 30 years and younger, was not identified major differences in motivation, but the situation is depending on the operating position and time, working in the company. Employees are proud to work in company XY and they are prepared to work overtime and they are prepared to denial in times of crisis if necessary, but they are needed to be motivated and an adequately rewarded. Motivacija motiv nagrajevanje potrebe zadovoljstvo Motivation motive rewards needs satisfaction true true false Slovenski jezik Angleški jezik Diplomsko delo 2011-06-03 15:13:29 2011-09-02 12:42:48 2022-04-13 11:04:56 2023-12-24 03:23:35 2011 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 6913043 URN:SI:UM:DK:5JHKQEQO VS_Baric_Kristina_2011.pdf VS_Baric_Kristina_2011.pdf 1 7A1AD0BD7CDBD480BF82A8A246A36ED4 12e534c233501c9311115d047287342cfe25dbc1a687e095b8e52aae31a945dc 37a1a055-7c05-11eb-bb7a-00155d0001ca 20.500.12556/dkum/416cbb48-d611-4f8a-817e-ff2b047ef0f9 https://dk.um.si/Dokument.php?lang=slv&id=22531 Fakulteta za organizacijske vede 0 0 0