20.500.12556/DKUM-23067 REDNI LETNI RAZGOVORI V PODJETJU ATOTECH SLOVENIJA D.D. REGULAR ANNUAL APPRAISALS IN ATOTECH SLOVENIJA D.D. Redni letni razgovor (dalje RLR) je sistematično načrtovani razgovor med zaposlenim in vodjo, katerega glavni namen je motiviranje, spodbujanje in vodenje zaposlenih na podlagi jasno določenih osebnih ciljev. Predstavlja pregled razmišljanj o preteklosti, sedanjosti in načrtih za prihodnost. Leta 2007 je redne letne razgovore v praksi prvič uporabilo podjetje Atotech Slovenija d.d. V podjetju imajo danes problem pri izvajanju RLR, ker je neustrezno in neučinkovito. Vodja zaradi pomanjkanja časa težko poskrbi za nemoten proces izvedbe RLR, kar vpliva na njegovo učinkovitost. Podjetje se morda ne zaveda pomembnosti takih razgovorov za svoj razvoj, saj smo po pregledani dokumentaciji ugotovili, da jih v letu 2010 zaradi novih investicij niso izvedli. Cilj raziskave je bila analiza vzrokov za neučinkovito izvajanje rednih letnih razgovorov. Rezultati raziskave so pokazali, da so mnenja anketirancev v večji meri enotna. Razlike so pri odgovorih glede komuniciranja med vodjo in zaposlenim, kjer se je izkazalo, da se 27 anketiranim komunikacija med razgovorom zdi izjemna, 13 zadovoljiva in 1 pomanjkljiva. Ravno tako se je pokazalo, da niso vsi zadovoljni z vodjevim ocenjevanjem kompetenc: 2 anketiranca menita, da neustrezno ocenjuje posameznikove kompetence, 4 pa so mnenja, da so kompetence ocenjene le deloma. Pokazalo se je tudi, da so vsi v večji meri zadovoljni z izvedenimi RLR, saj jih je 26 zelo zadovoljnih, 14 zadovoljnih in 1 nezadovoljen. Na podlagi dobljenih rezultatov smo v nadaljevanju predlagali spremembe za učinkovitejše izvajanje rednih letnih razgovorov v prihodnjih letih. Regular annual appraisals are systematically planned interviews between employees and their superiors, the main purpose of which is to motivate, stimulate and guide employees based on clearly defined personal goals. The employee's past and present work is taken into consideration and plans for the future are made. In 2007 the company Atotech Slovenija d.d. used regular annual appraisal for the first time. The company is facing the problem of inadequate and ineffective implementation of regular annual appraisals. The superior does not provide a smooth implementation of regular annual appraisals probably due to his lack of time. This has had a negative effect on the effectiveness of workers. The company may not be entirely aware of the consequences which these interviews have on its development, since the reviewed documents show that regular annual appraisals were not even implemented in the year 2010 due to new investments. Our goal was to analyze the reasons for ineffective implementation of regular annual interviews. The survey showed that the respondents were unanimous in most of the questions. Certain differences were only detected in the answers regarding communication between the leader and the employees. Twenty-seven respondents think that communication during the interview is excellent, 13 believe it is satisfactory and one thinks it is deficient. It is also shown that not all respondents are satisfied with the assessment of competencies: two respondents think that the head manager evaluated their individual competencies inappropriately, and four think their competencies were only partly assessed. Almost all were satisfied with the performed regular annual interviews. There were 26 very satisfied respondents, 14 satisfied and only 1 dissatisfied. According to the results, we propose that certain changes are made in order to ensure effective implementation of the regular annual appraisals in the coming years. Redni letni razgovor vodje zaposleni Regular annual appraisal superior head manager employees true true false Slovenski jezik Angleški jezik Diplomsko delo 2012-05-21 11:49:42 2012-08-01 12:50:53 2022-04-14 12:20:22 2023-12-31 03:17:39 2012 0 Kranj 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 7034131 URN:SI:UM:DK:MXOMUYWD VS_Hadzimujic_Aida_2012.pdf VS_Hadzimujic_Aida_2012.pdf 1 C39FC622BDEEF732994FAFC9779FBAF1 47c4023aed832dac93e0015f8dc06e4b7285eb9d45f4dc2be42e634bee7f9f7a 2097973a-7c07-11eb-bb7a-00155d0001ca 20.500.12556/dkum/03fe7fe8-efb0-47b2-9da8-004b953c98d7 https://dk.um.si/Dokument.php?lang=slv&id=35148 Fakulteta za organizacijske vede 0 0 0